budget book - ohio university · 2017-07-18 · college of arts and sciences ... it strategy &...
TRANSCRIPT
Budget Book
2017-2018
1 | F Y 1 8 B u d g e t B o o k
Table of Contents 1 Executive Summary ......................................................................................................................................... 5 2 FY18 Budget ................................................................................................................................................... 15
Consolidated University Budget (All Funds) .............................................................................................. 15 Budget Columns (All Funds) ...................................................................................................................... 16 Summary of Revenue Sources ................................................................................................................... 19
2.3.1 State Appropriations ......................................................................................................................... 19 2.3.2 Tuition (Net of Financial Aid) ............................................................................................................. 20 2.3.3 Room & Board ................................................................................................................................... 20 2.3.4 Grants and Contracts ......................................................................................................................... 21 2.3.5 Facilities & Administrative Cost Recovery ......................................................................................... 21 2.3.6 Gifts .................................................................................................................................................... 21 2.3.7 Endowment Distributions .................................................................................................................. 21 2.3.8 Investment Income ............................................................................................................................ 22 2.3.9 Other External Sales .......................................................................................................................... 22 Summary of Expenditures ......................................................................................................................... 23
2.4.1 Salaries, Wages, and Benefits ............................................................................................................ 24 2.4.2 Supplies and Services ......................................................................................................................... 24 2.4.3 Capitalized Costs ................................................................................................................................ 24 2.4.4 Depreciation ...................................................................................................................................... 24 2.4.5 Internal Loans & Debt Service ........................................................................................................... 25 2.4.6 Internal Sales ..................................................................................................................................... 25 Allocations and Transfers .......................................................................................................................... 25
2.5.1 Internal Allocations & Transfers ........................................................................................................ 25 2.5.2 Indirect Cost Allocations .................................................................................................................... 25 2.5.3 Subvention Fund ................................................................................................................................ 25 Transfers .................................................................................................................................................... 26
2.6.1 Transfers to (from) Operations .......................................................................................................... 26 2.6.2 Transfer to (from) Quasi Endowments .............................................................................................. 26 2.6.3 Transfers to (from) Capital Projects .................................................................................................. 26
3 State Appropriations ..................................................................................................................................... 27 State Support of Instruction (SSI) .............................................................................................................. 27 State Funded Line Item Appropriations .................................................................................................... 30 State Capital Appropriation ....................................................................................................................... 31
4 Tuition & Educational Fees ............................................................................................................................ 33 Enrollment Trends ..................................................................................................................................... 33
4.1.1 Undergraduate Headcount and FTE .................................................................................................. 33 4.1.2 Graduate Programs ........................................................................................................................... 35 4.1.3 Doctor of Osteopathy (HCOM) .......................................................................................................... 36 Tuition Rates .............................................................................................................................................. 36
4.2.1 OHIO Guarantee ................................................................................................................................ 37 Financial Aid ............................................................................................................................................... 38
4.3.1 Signature Awards Program ................................................................................................................ 38 4.3.2 The OHIO Match: Ohio University’s Undergraduate Scholarship Matching Program ...................... 39 University Initiatives .................................................................................................................................. 40
4.4.1 OHIO for Ohio .................................................................................................................................... 40
2 | F Y 1 8 B u d g e t B o o k
4.4.2 Online Learning Investment ...............................................................................................................41 5 Gifts ................................................................................................................................................................ 43
Gift Commitments ...................................................................................................................................... 43 6 Foundation, Endowment & Investment Returns ........................................................................................... 45
Long-Term Investment Pool ....................................................................................................................... 45 6.1.1 Endowment Activity ...........................................................................................................................45 6.1.2 Endowment Investment Composition ...............................................................................................46 Endowment Distributions .......................................................................................................................... 46
6.2.1 Endowment Spending Rates ..............................................................................................................47 6.2.2 Endowment Distributions by Fiscal Year (in millions) ........................................................................47 6.2.3 NACUBO-Commonfund Study of Endowments .................................................................................48
7 Treasury and Debt Management ................................................................................................................... 51 Current Debt, Debt Structure and Interest Expense .................................................................................. 51 Internal Bank .............................................................................................................................................. 56
7.2.1 Internal Bank Model..................................................................................................................................57 7.2.2 Century Bond Bank Model ........................................................................................................................58 Internal Loans ............................................................................................................................................. 60
7.3.1 Internal Bank Loans ............................................................................................................................60 7.3.2 Century Bond Loans ...........................................................................................................................63
8 Compensation ................................................................................................................................................ 65 Salary and Wages ....................................................................................................................................... 65
8.1.1 Total Compensation Initiatives ..........................................................................................................65 8.1.2 Personnel ...........................................................................................................................................70 Salary Summary .................................................................................................................................................72 Benefits Expense ........................................................................................................................................ 73
8.2.1 FY16 Benefits Expenses ......................................................................................................................73 8.2.2 Benefits Advisory Council Update: .....................................................................................................74 Affordable Care Act ............................................................................................................................................76 8.2.3 Educational Benefits ..........................................................................................................................77 8.2.4 Mandated Benefits .............................................................................................................................77 8.2.5 Retirement Contributions ..................................................................................................................77
9 Capital Improvement Plan & Deferred Maintenance .................................................................................... 79 Comprehensive Master Plan Update ......................................................................................................... 79 The Process for Updating the Annual Plan & Six-Year CIP ......................................................................... 80 Annual and Six Year Capital Improvement Plan Spreadsheet ................................................................... 85
10 Strategic Opportunity Reserve ....................................................................................................................... 89 Funding Sources ......................................................................................................................................... 89 FY18 Areas of Investment .......................................................................................................................... 89
10.2.1 Endowed Scholarships .......................................................................................................................89 10.2.2 Engineering Start-Up ..........................................................................................................................89 10.2.3 Funding for Budget Volatility .............................................................................................................90 10.2.4 RHE Business Model ...........................................................................................................................90 10.2.5 Academic and Research Programs .....................................................................................................90 10.2.6 Student Success and Programs ..........................................................................................................90 10.2.7 Infrastructure .....................................................................................................................................90 10.2.8 Community and Economic Development ..........................................................................................90
Financial Projection .................................................................................................................................... 91 11 Academic Planning Units................................................................................................................................ 93
College of Arts and Sciences ...................................................................................................................... 94 College of Business ..................................................................................................................................... 98
F Y 1 8 B u d g e t B o o k | 3
Scripps College of Communication .......................................................................................................... 102 Patton College of Education (PCOE) ........................................................................................................ 106 Russ College of Engineering and Technology .......................................................................................... 112 College of Fine Arts .................................................................................................................................. 116 College of Health Sciences and Professions (CHSP) ................................................................................ 120 Honors Tutorial College (HTC) ................................................................................................................. 124 Office of Global Affairs and International Studies (OGAIS) ..................................................................... 128
University College .................................................................................................................................... 132 Voinovich School of Leadership and Public Affairs .................................................................................. 136 Heritage College of Osteopathic Medicine (HCOM) ................................................................................ 140 Regional Campuses .................................................................................................................................. 144
12 Auxiliary Planning Units ............................................................................................................................... 147 Intercollegiate Athletics (ICA) .................................................................................................................. 148 Culinary Services ...................................................................................................................................... 150 Housing & Residence Life ........................................................................................................................ 152 Printing .................................................................................................................................................... 154 Parking & Transportation ........................................................................................................................ 156
156 13 Administrative & Academic Support Planning Units ................................................................................... 159
Advancement ......................................................................................................................................... 160 Airport...................................................................................................................................................... 160 Athena Cinema ........................................................................................................................................ 160 Bobcat Depot ........................................................................................................................................... 161 Campus Recreation .................................................................................................................................. 161 Child Development Center (CDC) ............................................................................................................ 161 Enrollment Management ........................................................................................................................ 162 Graduate College ..................................................................................................................................... 162 Instructional Innovation .......................................................................................................................... 162
International Student & Faculty Services (ISFS) ...................................................................................... 163 Kennedy Museum .................................................................................................................................... 163 Library ...................................................................................................................................................... 164 Marching 110 ........................................................................................................................................... 164 Marketing ................................................................................................................................................ 165 Office of Information Technology (OIT)................................................................................................... 165 One Card Office ....................................................................................................................................... 165 President ................................................................................................................................................ 166 Provost ..................................................................................................................................................... 166 Research .................................................................................................................................................. 166 Student Affairs ....................................................................................................................................... 167 Finance & Administration (VPFA) ............................................................................................................ 167 WellWorks ............................................................................................................................................... 168 WOUB Center for Public Media ............................................................................................................... 168
14 Component Units ......................................................................................................................................... 169 15 Academic Investments ................................................................................................................................ 171 16 Administrative Investments ........................................................................................................................ 173 17 Planning Unit Summaries ............................................................................................................................ 175
Athens Colleges and Schools ................................................................................................................... 176 Regional Campuses .................................................................................................................................. 180 Auxiliaries ................................................................................................................................................ 182 Administrative & Academic Support ....................................................................................................... 184 Strategic Opportunity Reserve & Subvention ......................................................................................... 198
4 | F Y 1 8 B u d g e t B o o k
18 Non-Operating, Financial Statement Adjustments & Component Unit Summaries ................................... 201 Non-Operating Activity ............................................................................................................................ 201 Financial Statement Adjustments & Component Units ........................................................................... 203
19 Future Year Planning Assumptions .............................................................................................................. 205 20 Appendix ...................................................................................................................................................... 209
Glossary of Terms ..................................................................................................................................... 209 Acronyms ................................................................................................................................................. 211 Tuition Rates ............................................................................................................................................ 213 Responsibility Center Management (RCM) Methodology ....................................................................... 221
20.4.1 Allocation Pools and Factors ............................................................................................................221
20.4.2 Planning Unit Factor Values .............................................................................................................223
F Y 1 8 B u d g e t B o o k | 5
1 Executive Summary Introduction by Pam Benoit, Executive Vice President and Provost; Deb Shaffer, Vice President Finance and
Administration, CFO and Treasurer; and David Descutner, Interim President
We are presenting for Board approval the FY18 Ohio University Operating Budget. This budget includes an all-
funds fiscal year budget (versus a general funds only view), multi-year planning, and sensitivity analyses,
specifically as it relates to our strategic priorities.
The resolution facilitating approval of the FY18 University budget will be presented at the June
Resources Committee meeting and is also included with these Joint Committee materials.
The proposed FY18 University Budget was developed concurrently with ongoing deliberations on the FY2018-
2019 State of Ohio biennial budget. As of this memo, it is still unclear what the State’s final Higher Education
budget will provide for its state higher education institutions so we have had to make a set of assumptions based
on the information available to-date. Depending on the outcome of the State of Ohio Budget process, we may
need to amend the University’s budget in order to comply and we have developed contingencies to address this
uncertainty. With this understanding, the FY18 University Budget was developed with assumptions for moderate
growth in tuition rates and flat State Support of Instruction (“SSI”), in accordance with the Governor’s budget
recommendations.
JULY UPDATE: The final FY2018-2019 State of Ohio Biennial Budget includes the continuation of an
undergraduate tuition freeze and SSI funding provisions consistent with Ohio University’s planning assumptions
utilized in the FY18 Budget, as passed by the Board of Trustees in June. While tuition and state support
assumptions remain unchanged, there are variations in the state line item appropriations that fund specific
programs at the planning unit level. In total, the final state line item appropriations are $168.8K less than initially
budgeted. Section 3.2 includes an analysis of how the planning unit budgets vary from the final FY18 state
appropriations.
Our FY18 Operating Budget includes:
Operating Revenues of $720.2M, and GAAP adjusted Revenues of $795.7M (GAAP adjustments
incorporate non-operating activity (Capital, Endowment, Internal Bank, Century Bond Bank), financial
statement adjustments, and component unit activity)
Operating Expenses of $719.6M, and GAAP adjusted Expenses of $742.5M
Transfers to Capital Projects of $27.8M, and Overall Capital Budget of $162.5M
Planned Use of Reserves of $23.7M (as represented as a transfer from the working capital of the Internal
Bank), inclusive of:
o $15.9M from the Strategic Opportunity Reserve, in accordance with its intended use to seed
institutional investments and address financial planning volatility.
o $7.4M from Auxiliary fund balances to support planned facility projects (including $3.0M of
earned ICA gifts supporting the Sook Center).
o $6.7M from our Athens Colleges and Schools to support one time investments and to bridge
multi-year cost reduction plans.
o Contributions from various planning units.
6 | F Y 1 8 B u d g e t B o o k
Institutional Priorities and Investments
While the University is committed to operating as efficiently as possible and we continue a collective focus on
reducing expenses, we are also committed to maintaining investment in our mission and strategic priorities. The
level of investment we support must be balanced with the financial resources available and our ability to sustain
our financial health both in FY18 and future years. Consequently, we have made decisions to delay or lower the
level of investment in some of the initiatives while remaining committed to the priorities established by the
Board of Trustees: Student Affordability & Success, Employee Compensation, Facility Investment and Deferred
Maintenance, and Program Quality & Revenue Growth.
Throughout the Budget Book, you will find additional details on these strategic initiatives, which are highlighted
in the table below and defined in Exhibit A.
Student Affordability & Success
Employee Compensation
Facility Investment and Deferred Maintenance
Program Quality & Revenue Growth
Signature Financial Aid Faculty Comp Plan Deferred Maintenance Plan Innovation Strategy
Endowed Scholarships Staff Equity Plan Utility Master Plan OHIO for Ohio
Counseling & Psych Services 2% Raise Pool Classroom Improvements Online Learning
IT Strategy & Investment Intl. Student Recruitment
Capital Plan Global Strategy
TechGrowth OHIO
Advancement Strategy
University Budget Model
The FY18 Budget planning process kicked off in September 2016 when updated multi-year assumptions were
provided to our planning units. Each planning unit was responsible for developing projections to provide a basis
for our first financial review meetings in the fall. Throughout the year, financial planning meetings were held
with Deans and College Financial Officers individually and as a group to review projections, refine assumptions,
prioritize initiatives and investments, and rebalance subvention among the colleges. During this process the
Budget Planning Council met at least monthly to discuss assumptions, review projections, and draft
communications to the campus community. A timeline depicting our budget process can be found in Exhibit B.
While our FY18 Budget utilized revenue and expense allocation methodologies that were consistent with FY17, it
was broadly recognized by our Academic Leadership that our University budget model requires additional
refinement. With leadership transitions in FY18, we will undertake collaborative analyses of our budget model to
first develop guiding principles for budgetary decisions and resource allocations, and then structure a supportive
budget model.
A foundation for that model should include:
Promotion of academic and research excellence
Performance, financial incentives, and accountability
Financial transparency, predictability, and stability
Shared governance and decision making
F Y 1 8 B u d g e t B o o k | 7
The budget model at Ohio University has been evolving and changing since the implementation of RCM in 2014.
Some of these changes were implemented to address unintended consequences of the complexity of the model
formulas (i.e. administrative cost allocators), while others focused on more effective financial planning and
implementation of best practices (multi-year and all funds budgeting). The table below illustrates how our
process has changed from “Pre-RCM” (prior to 2014) to Current (FY18 planning).
Historical Perspective
In FY14, Ohio University transitioned to utilizing Responsibility Centered Management (RCM) as part of its annual
budgeting process. This model was intended to support our academic priorities while creating a clear connection
between performance and financial incentives. Academic units became more involved in resource allocation
discussions enabled by the additional transparency. Efforts related to student success, recruitment and retention
as well as the development of new programs have all emerged through this budgeting process, supported by the
ability to understand the financial impacts. There are many examples of important, productive conversations
taking place now that would not have occurred in the past under our previous financial model.
RCM has been used to model the budget for five years (FY14 – FY18), and each year the Leadership Team
(Provost, Deans, College Financial Officers, VPFA and Budget Office) has been refining the model to improve its
value as a budgeting resource. As we have gained experience with how best to use the information produced in
the RCM model, we understand that the OHIO RCM model is just one piece of our planning and decision-making
process, which must be placed within the context of the academic mission and strategic priorities.
Over the past five years, feedback from academic units and Budget Planning Council highlighted several
challenges related to the use of the RCM Model in the budgeting process:
Despite relatively stable academic activity across colleges, changes in the State allocation of SSI have
created large swings in the amount allocated to each college and the Regional Campuses within the
model, particularly at the undergraduate level.
The model allocation method for undergraduate tuition has been extremely complex, making it difficult
for colleges to make revenue projections directly from data pulled from Institutional Research sources.
8 | F Y 1 8 B u d g e t B o o k
The allocation of administrative and central costs has been complex, with the intention of maximizing the
fairness in the amounts allocated. The added complexity to projections were particularly challenging for
planning units who had operated within a simple overhead contribution % pre-RCM.
In response to these difficulties, a working group consisting of Deans and College Financial Officers made a
series of recommendations, which were implemented in the FY17 model:
Athens Undergraduate tuition and SSI revenue would be allocated with a simpler methodology (still split
85.0% on credit hours and 15.0% on majors) based on academic activity from the prior year (versus using
a 3-year average). Allocations for graduate, HCOM, regional and eCampus activity would not be changed.
The allocation of administrative and central costs would be simplified by using only FTE-based and square
footage expense allocators.
Administrative and Central costs attributed to Auxiliaries would be simplified to an overhead contribution
%.
As with previous adjustments to the model implemented over the past few years, these transitions were to be
budget neutral in the year implemented (although they have consequences to future years that differed by
planning unit) and not precipitate cuts in college budgets. However, as a result of the aforementioned
refinements, comparability between FY16 and FY17 budgets within each planning unit was reduced. This lack of
comparability should be considered when reviewing Planning Unit budgets in Sections 11 between FY16 and
FY17.
As mentioned above, we are still struggling to create a budget model that serves Ohio University well. University
Leadership (President, Provost, VPFA, and Deans) have collectively agreed that we will work together over the
next year to define a resource allocation/budget model that will more effectively serve the university, leveraging
the tools and business intelligence we have gained with the implementation of RCM.
Iterative Budget Process & Meeting Financial Challenges
Our FY18 Budget planning process is running simultaneously with the State of Ohio biennial budget process,
which will be effective July 1 for FY18 & FY19. The uncertainty resulting from the State of Ohio process requires
the University to stay abreast of the budget proposals and to adjust our budget planning accordingly. As detailed
in Exhibit B, we modified our budgeting planning assumptions in January and April to align with Governor Kasich’s
budget proposal and the House Budget Bill.
F Y 1 8 B u d g e t B o o k | 9
As discussed at our March BOT meeting,
Governor Kasich’s budget proposal
continues to prioritize student
affordability, with a proposed extension of
an undergraduate tuition freeze for a
second biennium. In contrast to the FY16-
17 biennium, when the tuition freeze was
partially offset with a 4.7% and 4.0%
increase in SSI for the years FY16 & FY17, a
proposed tuition freeze for FY18 & FY19 is
unlikely to be offset by SSI increases
because of revenue shortfalls requiring
the State of Ohio to significantly reduce agency appropriations. In fact, it is possible that SSI will decline. As detailed in
the graph, the two major policy decisions by the State of Ohio impacting University funding – Tuition Caps and the
growth of State Appropriations – have created an environment in which tuition and SSI revenues have been further
constrained each year.
Our enrollment planning assumptions
have also evolved significantly throughout
the year, requiring University and
Academic leadership to develop
contingency plans to adjust to a decrease
in students. While our initial planning
assumptions in the fall projected a new
freshmen class equivalent to last year’s
class, record applications resulting from
our transition to the Common App led to a
recommendation to increase our assumed
class by 152 students. As housing deposits
began arriving in January and we began developing a trend line leading to the May 1 deposit deadline, it became
apparent that we were actually trending below our past year enrollments. Accordingly, in April we revised our
planning assumptions from +152 (relative to last year’s class) to -130, and in May further reduced our assumption
to -200. In response to this decline in enrollment and net tuition revenue, we have incorporated $3.8M of
revenues held back in the Strategic Opportunity Reserve to bridge the revenue decline to our colleges.
As our financial position began coming into focus following our fall financial projections and financial review
meetings, the University undertook a series of steps to reduce the burden on our colleges and minimize the
impact to their operations, including:
Increasing Auxiliary contributions to Financial Aid (from $2.5M to $4.0M)
Increasing Foundation support (fundraising to support scholarships) to Financial Aid by $0.5M
Requiring administrative units to meet unfunded state/federal mandates and compliance obligations
without any supplemental budget support
FY13 FY14 FY15 FY16 FY17 FY18 FY19
Tuition & Fees Share 64% 65% 66% 66% 66% 66% 66%
State Appropriations Share 36% 35% 34% 34% 34% 34% 34%
Tuition Cap 3.5% 2.0% 2.0% 0.0% 0.0% 0.0% 0.0%
State Appropriations Growth 0.9% 2.3% 1.5% 4.7% 4.0% 1.0% 1.0%
Weighted Growth Rate 2.56% 2.10% 1.83% 1.59% 1.34% 0.34% 0.34%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
Constrained ResourcesState Appropriations & Tuition Cap
Fall 2013 Fall 2014 Fall 2015 Fall 2016Fall 2017(budget)
Resident 3,629 3,788 3,756 3,774 3,574
Non-Res. 615 589 667 535 535
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
Axi
s Ti
tle
Athens UG - New Freshmen
4,377 4,423 4,309 4,1094,244
10 | F Y 1 8 B u d g e t B o o k
Leveraging our Strategic Opportunity Reserve to provide a budget relief for university initiatives (e.g.
Online Learning investment) and allow these expenditures to have a phased impact on the academic
units
Evaluating all central forecasts, including utilities, employee fee waivers, and central revenues
Reduction of Allocated Costs (Administrative or central costs allocated to the planning units)
In the Spring we began a
planning exercise with our
administrative units in which
each planning unit was asked
to develop scenarios to
achieve a 5.0% cost savings.
The outcome of this planning
exercise resulted in cost
reductions of $4.9M (3.8%), with a prioritization on minimizing the impact to core services provided to campus.
Our future planning will include a 7.0% reduction over FY18-FY20, requiring $2.0M (1.6%) reductions in each of
FY19 and FY20.
As our planning assumptions
evolved, our colleges began
developing plans to close our
gap between revenues and
expenses by reducing revenue
conservatism, reducing
discretionary expenditures,
and reducing costs. The
reduction plans were
categorized into three tiers so
as to delineate the impact to
each college’s academic
operations. Examples of these
reductions are presented in the adjacent table.
Summary
The FY18 Budget Book – which will be available on the BOT website and to Trustees as a draft paper document
pending final decisions in the State budget process – provides extensive detail and explanation of our FY18
Budget. We look forward to the presentation and discussion at our meeting.
F Y 1 8 B u d g e t B o o k | 11
Exhibit A – Description of University Initiatives
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Staff Equity Plan: additional 1% pool to address pay compression and inversion issues identified during COMP 2014 project
Innovation Strategy: Provides seed funding and incentives for multi-disciplinary projects with the goals of increasing external funding
opportunities, attracting and retaining our faculty, and providing opportunities for the development of inter-disciplinary program
developmentSignature Program: Expansion of renewable financial aid program with the goals of maximizing net student revenue and achieving
institutional enrollment objectives; total cost increase of $12M after 4 cohorts of student in program; cost allocation to colleges being
phased-in through use of institutional reserves
OHIO for Ohio: Envisioning our campuses as platforms that expedite finding solutions to real world problems and developing new
approaches to delivery of education programs while providing outlets to OHIO's creativity in support of our public role and missionOnline Learning: Positioning OHIO to capitalize on programmatic and revenue growth opportunities, reduce vendor dependencies, and
enhance the learning experience of students in existing programs; cost allocation to colleges being phased-in through use of institutional
reserves
TechGrowth OHIO: Match commitment supporting Ohio Third Frontier program; building a regional platform for business generation and
job creation; aligning resources to accelerate commercialization
Classroom Improvement Initiative: Ohio University's multi-year strategy to renovate classroooms and classroom technology
International Student Recruitment: Investment in the International student recruitment efforts to create and sustain a positive
enrollment trend at Ohio UniversityIT Strategy & Investment: Development of multi-year plan to invest in IT infrastruture and support evolving IT needs of students, faculty
and staff
RHE Business Model: Reimagining the role of Regional Campuses given student enrollment and College Credit Plus pressures
Counseling & Psych Services: Expanding Counseling and Psych services capacity to meet evolving student needs
Deferred Maintenance Plan/Utility Master Plan: Century Bond issuance included $160M to be spent over 16 years ($10M per year); each
$10M distribution from Century Bond Bank creates a $1.3M internal loan payable over 10 years; Utility Master Plan (UMP) includes
Century Bond debt service
CIP Debt Service: Average growth in internal debt service to support future planned debt issuances per Six Year CIP (does not include
direct loans to HCOM and Housing) Global Strategy: Investments supporting mission of creating nation's best transformative learning community, creating and supporting
global leaders
Advancement Strategy: Multi-phase plan to grow fundraising capacity and revenue goals
Campus Care - Base Subsidy: University decision to base fund student health services through allocated cost model, as paid by all units
(currently supported by HCOM)
Endowed Scholarships: $25M match commitment on funds raised supporting the University’s endowed scholarship program; the
University will provide $.50 for every dollar committed to eligible scholarship endowments starting July 1, 2013
Endowed Professorships: Use of matching funds to support fundraising in critial areas enhancing the University's competitive advantage in
sholarship and research
2% Raise Pool: Merit-based pool
Faculty Compensation Plan: Multi-year plan to maximize our investment in faculty compensation to attract and retain talented faculty;
goal to move the average salary for tenure-track faculty to the rank of third among the four-year public universities in Ohio; investment of
a proportional percentage in Group II faculty (non-tenure track) and regional tenure-track faculty
12 | F Y 1 8 B u d g e t B o o k
Exh
ibit
B
F Y 1 8 B u d g e t B o o k | 13
F Y 1 8 B u d g e t B o o k | 14
F Y 1 8 B u d g e t B o o k | 15
2 FY18 Budget
Consolidated University Budget (All Funds)
* FY14 actuals do not include Component Units
(in millions)
FY14
Actuals
FY15
Actuals
FY16
Actuals
FY17
Budget
FY17
Forecast
FY18
Budget
REVENUES
1 State Appropriations 153.4$ 161.1$ 163.6$ 164.9$ 165.1$ 166.8$
2 State Appropriations - Capital 5.2 11.8 11.7 29.0 14.0 32.5
3 Gross Undergraduate Tuition & Fees 294.8 298.1 304.5 302.5 303.7 303.6
4 Undergraduate Financial Aid (49.9) (51.3) (57.8) (62.6) (60.1) (62.5)
5 Net Undergraduate Tuition & Fees 245.0 246.7 246.7 239.9 243.6 241.1
6 Gross Graduate Tuition & Fees 85.4 94.0 100.1 112.8 107.4 115.3
7 Graduate Financial Aid (29.7) (29.9) (28.5) (28.4) (28.7) (28.2)
8 Net Graduate Tuition & Fees 55.7 64.2 71.6 84.4 78.7 87.1
9 Room & Board 83.7 90.0 95.9 97.2 95.7 92.9
10 Grants and Contracts 45.9 47.8 47.4 46.6 51.2 49.6
11 Facilities & Admin Costs Recovery 6.8 6.7 6.8 6.6 7.0 6.0
12 Gifts 26.9 31.2 28.0 27.1 14.3 20.0
13 Endowment Distributions - - - - - -
14 Investment Income 93.7 (2.9) (18.6) 58.3 88.0 54.3
15 Other External Sales 60.4 73.4 50.3 60.0 79.2 45.4
16 Total Revenues 776.7$ 730.1$ 703.3$ 814.1$ 836.8$ 795.7$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 309.7 330.8 343.7 363.8 358.1 367.6
18 Total Benefits 109.6 100.7 119.6 119.1 120.5 125.1
19 Supplies & Services 205.8 215.5 193.6 198.0 200.9 193.3
20 Capitalized Costs 3.9 3.8 6.5 - 4.1 -
21 Depreciation 36.4 39.7 43.0 45.2 49.9 50.1
22 Internal Loan - Principal & Interest - - - - - -
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest 10.0 18.7 24.2 26.2 25.9 28.4
25 Internal Sales (22.4) (22.2) (22.3) (22.4) (23.6) (22.1)
26 Total Direct Expenses 653.0$ 687.0$ 708.2$ 729.9$ 735.8$ 742.5$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (0.1) - - 7.6 - -
28 Administrative Cost Allocations - - - - - -
29 Capital Cost Allocation - - - - - -
30 Subvention Allocation - - - - - -
31 Subvention Distribution - - - - - -
32 Total Allocations and Transfers (0.1)$ -$ -$ 7.6$ -$ -$
33 Total Expenses & Cost Allocations 652.9$ 687.0$ 708.2$ 737.6$ 735.8$ 742.5$
34 Results of Operations 123.7$ 43.1$ (4.9)$ 76.5$ 101.0$ 53.2$
35 Transfers (from) Operating Reserve - - - (12.0) - -
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - 6.2 - -
38 Transfers to (from) Plant Fund - Project Related (2.4) (4.5) (3.2) (6.2) - -
39 Net Results 126.2$ 47.7$ (1.8)$ 88.5$ 101.0$ 53.2$
40 Transfer Net Results to Fund Balance - - - - - -
41 Adjusted Net Results 126.2$ 47.7$ (1.8)$ 88.5$ 101.0$ 53.2$
16 | F Y 1 8 B u d g e t B o o k
Budget Columns (All Funds)
(in millions)
Athens Colleges
and Schools
Regional
Campuses and
Centers
Auxiliaries
Administrative
& Academic
Support
Strategic
Opportuinity
Reserve &
Subvention
Operating
Activity
Subtotal
Non Operating
Activity
Financial
Statement Adj
& Component
Units
GAAP Adj
Totals
REVENUES
1 State Appropriations 137.4$ 24.3$ -$ 0.2$ 2.9$ 164.8$ 2.0$ -$ 166.8$
2 State Appropriations - Capital - - - - - - 32.5 - 32.5
3 Gross Undergraduate Tuition & Fees 258.3 35.4 - 5.3 4.6 303.6 - - 303.6
4 Undergraduate Financial Aid (46.2) (5.4) (12.5) 6.3 (4.8) (62.5) - - (62.5)
5 Net Undergraduate Tuition & Fees 212.1 30.0 (12.5) 11.6 (0.2) 241.1 - - 241.1
6 Gross Graduate Tuition & Fees 114.3 0.3 - 0.7 - 115.3 - - 115.3
7 Graduate Financial Aid (28.0) (0.1) - (0.1) - (28.2) - - (28.2)
8 Net Graduate Tuition & Fees 86.3 0.3 - 0.6 - 87.1 - - 87.1
9 Room & Board - - 92.9 - - 92.9 - - 92.9
10 Grants and Contracts 36.4 2.1 0.1 6.8 - 45.4 4.2 - 49.6
11 Facilities & Admin Costs Recovery 4.9 - - 1.1 - 6.0 - - 6.0
12 Gifts 4.9 0.3 2.4 2.3 - 10.0 10.0 - 20.0
13 Endowment Distributions 13.1 0.7 0.2 14.0 - 28.0 (28.0) - -
14 Investment Income - - - 1.6 4.5 6.1 47.9 0.3 54.3
15 Other External Sales 5.2 0.8 17.1 15.8 - 38.9 - 6.5 45.4
16 Total Revenues 500.5$ 58.5$ 100.2$ 53.8$ 7.2$ 720.2$ 68.6$ 6.8$ 795.7$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 205.0 32.9 28.6 101.0 - 367.6 - - 367.6
18 Total Benefits 61.2 11.0 13.1 39.8 - 125.1 - - 125.1
19 Supplies & Services 67.4 6.8 35.6 79.5 - 189.2 0.2 3.9 193.3
20 Capitalized Costs 2.3 - 1.6 4.7 - 8.6 162.5 (171.1) -
21 Depreciation - - - - - - - 50.1 50.1
22 Internal Loan - Principal & Interest 5.4 0.3 13.8 31.7 - 51.1 (51.1) - -
23 Debt Service - Principal - - - - - - 16.1 (16.1) -
24 Debt Service - Interest - - - - - - 30.0 (1.5) 28.4
25 Internal Sales (2.0) - (7.0) (13.1) - (22.1) - - (22.1)
26 Total Direct Expenses 339.3$ 51.0$ 85.7$ 243.5$ -$ 719.6$ 157.6$ (134.7)$ 742.5$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (7.7) (0.7) 2.4 (14.6) 20.5 - - - -
28 Administrative Cost Allocations 149.2 15.4 (2.1) (164.3) 1.7 - - - -
29 Capital Cost Allocation 11.5 - 1.6 (13.1) - - - - -
30 Subvention Allocation 54.4 6.8 - - (61.2) - - - -
31 Subvention Distribution (46.4) (14.5) - (0.4) 61.3 - - - -
32 Total Allocations and Transfers 161.1$ 7.0$ 1.9$ (192.4)$ 22.4$ -$ -$ -$ -$
33 Total Expenses & Cost Allocations 500.4$ 58.0$ 87.7$ 51.1$ 22.4$ 719.6$ 157.6$ (134.7)$ 742.5$
34 Results of Operations 0.1$ 0.5$ 12.5$ 2.7$ (15.2)$ 0.6$ (88.9)$ 141.5$ 53.2$
35 Transfers (from) Operating Reserve (6.7) - (0.2) (13.5) (15.9) (36.3) 17.9 18.4 -
36 Transfers to (from) Quasi Endowments - - - 14.1 0.8 14.9 (14.9) - -
37 Provisions for Facility and Equipment Renewal - - 0.2 - - 0.2 (0.2) - -
38 Transfers to (from) Plant Fund - Project Related 5.1 - 19.9 2.6 - 27.6 (27.6) - -
39 Net Results 1.6$ 0.5$ (7.4)$ (0.6)$ -$ (5.8)$ (64.1)$ 123.1$ 53.2$
40 Transfer Net Results to Fund Balance 1.6 0.5 (7.4) (0.6) - (5.8) 5.8 - -
41 Adjusted Net Results -$ -$ -$ -$ -$ -$ (69.9)$ 123.1$ 53.2$
F Y 1 8 B u d g e t B o o k | 17
Throughout the entire Budget Book, all numbers are presented in millions rounded to one decimal unless
otherwise indicated. This rounding may create discrepancies in subtotals.
Explanation of Columns
The approved University Budget is an all-funds presentation that presents both the Operating Activities that
comprise the traditional financial budget, but also the Non-Operating Activities that reflect the consolidated
financial results of the institution.
Athens Colleges & Schools
Academic Colleges. Academic Planning Unit details are presented in Section 11.
These include: College of Arts and Sciences, College of Business, Scripps College of Communication, Patton
College of Education, Russ College of Engineering and Technology, College of Fine Arts, College of Health
Sciences and Professions, Honors Tutorial College, Office of Global Affairs and International Studies, University
College, Voinovich School, and Heritage College of Osteopathic Medicine.
Regional Campuses
Regional Higher Education includes the Executive Dean of Regional Higher Education and the following regional
campuses: Chillicothe, Eastern, Lancaster (includes Pickerington Center), Southern (includes Proctorville Center),
and Zanesville. Financial summaries are presented as part of the Academic Planning Unit summaries in Section
11.
Auxiliaries
Auxiliaries represent revenue-generating units that are assessed allocated costs utilizing RCM methodology.
Auxiliary Planning Unit summaries are presented in Section 12.
These include: Intercollegiate Athletics, Culinary Services, Housing and Residence Life, Transportation and
Parking, and Printing Services.
Administrative and Academic Support
Academic and Administrative Planning Units. Planning Unit summaries are presented in Section 13.
These include, but are not limited to: President, Provost, International Student & Faculty Services, Graduate
College, Library, Instructional Innovation, Advancement, Student Affairs, Research, Information Technology,
Finance and Administration, Central Pool, and Utilities.
Strategic Opportunity Reserve & Subvention
Resources retained through Subvention assessment, Strategic Opportunity Reserve and corresponding planned
investments. Subvention is assessed as a 12.5% fee on the operating revenue of Academic Units, and
redistributed to provide support to other Academic Units that cannot be fully supported by their own revenues
or as a funding source for strategic initiatives.
Further information regarding Subvention can be found in Section 2.6. The Strategic Opportunity Reserve is
detailed in Section 10. Financial summaries are presented in Section 17.
18 | F Y 1 8 B u d g e t B o o k
Operating Activity Subtotal
An all-funds presentation that represents the Operating Activity that comprises the traditional financial budget
of the University. Operating activity is a subtotal of Athens Colleges and Schools, Regional Campuses, Auxiliaries,
Administrative and Academic Support, and Strategic Opportunity Reserve & Subvention.
Non-Operating Activity Subtotal
Non-Operating Activity includes Endowment (distributions; investment returns; corpus gifts); Capital; Century
Bond; and Internal Bank. Non-Operating financial summaries are presented in Section 18.
Endowment (distributions; investment returns, corpus gifts) – Additional detail in Section 6
Century Bond – Additional detail in Section 7
Internal Bank – Additional detail in Section 7
Capital – Additional detail in Section 9
Financial Statement Adjustments & Component Units
For internal reporting purposes, certain items are included in the Operating Budget; however, when actual
income statement results are reported, adjustments must be made to present the financial results in compliance
with GAAP. Financial Statement Adjustments represent compensation liability adjustments; the elimination of
capitalized costs and principal payments; the inclusion of depreciation expense; and the elimination of
duplicated Component Unit revenues and expenses.
Component Units represent separate but affiliated entities and subsidiaries of Ohio University and the Ohio
University Foundation that are consolidated within our external financial statements. Component Unit entities
include: TechGrowth Ohio, the Ohio University Inn, Sugar Bush Foundation, and Russ LLCs. Further details on
Component Units can be found in Section 14.
Financial details related to Financial Statement Adjustments and Component Units are presented in Section 18.
GAAP Adjusted Totals
GAAP Adjusted Totals reflect Operating Totals, Non-Operating Totals, Financial Statement Adjustments, and
Component Units.
Unless otherwise noted, the following summaries present the Operating Revenues and Expenses of the budget.
F Y 1 8 B u d g e t B o o k | 19
Summary of Revenue Sources
2.3.1 State Appropriations
State appropriations represent funding provided by the Legislature in the biennial Budget and Capital Bills. The
Budget Bill incorporates State Support of Instruction (SSI) as well as line item appropriations. The Capital Bill
includes approved capital projects, as represented in the biennial capital budget submitted to the state and
reflected in the State Capital section of our Capital Improvement Plan (Section 9). The University recognizes
state capital revenue once capital expenses are incurred. Our budget is a projection of fiscal year expenses to be
funded by the approved State Capital Budget.
The table above represents operating and non-operating activity.
(in millions)FY14
Actuals
FY15
Actuals
FY16
Actuals
FY17
Budget
FY17
Forecast
FY18
Budget
State Support for Instruction 146.4$ 154.1$ 155.8$ 157.1$ 157.4$ 159.5$
Line Item Appropriations 7.0 7.0 7.8 7.8 7.7 7.3
Total State Appropriations 153.4$ 161.1$ 163.6$ 164.9$ 165.1$ 166.8$
% of University Revenues 22.5% 22.6% 22.5% 22.8% 22.0% 23.2%
State Appropriations - Capital* 5.2$ 11.8$ 11.7$ 29.0$ 14.0$ 32.5$
*Reflects institutional spending against State Capital Appropriations
20 | F Y 1 8 B u d g e t B o o k
Section 3 provides additional detail about state appropriations.
2.3.2 Tuition (Net of Financial Aid)
Tuition and fees are inclusive of instructional, non-resident and general fees, technology, course, and program
fees. Section 4 provides details about tuition.
2.3.3 Room & Board
Residential Housing and Culinary Services project room and board revenues based on the number of students
living in the dormitories and participating in meal plans. These enrollments are a function of the freshman class
size and the number of returning sophomores that are subject to the two-year residential requirement (which
requires students to reside on campus for two full years and carry an associated meal plan).
(in millions)
Net Undergraduate Tuition & Fees
Athens Campus 182.0$ 184.8$ 183.0$ 180.3$ 180.7$ 179.1$
Regionals Campuses 34.6 34.0 31.2 30.7 30.6 30.4
eCampus 28.0 27.8 27.4 24.3 27.6 27.2
Other Student Fees - - 5.0 4.6 4.5 4.4
Total - Net Undergraduate Tuition & Fees 244.6$ 246.6$ 246.6$ 239.9$ 243.4$ 241.1$
FY14
Actuals
FY15
Actuals
FY16
Actuals
FY17
Budget
FY17
Forecast
FY18
Budget
F Y 1 8 B u d g e t B o o k | 21
2.3.4 Grants and Contracts
Grants and Contracts include the reimbursement of direct expenses incurred on sponsored projects and exclude
the following:
Grants for financial aid which are netted against tuition revenues (Section 2.3.2).
State capital grants and state line item appropriations are included in state appropriations (Section
2.3.1).
2.3.5 Facilities & Administrative Cost Recovery
Facilities & Administrative (F&A) Cost Recovery represents the dollars recovered from sponsored projects for
F&A (indirect) costs associated with grants and contracts.
2.3.6 Gifts
Gifts include all non-endowed (expendable) and endowed gifts to the University. Expendable gifts include both
operating and capital gifts; gifts are recorded as revenue by these operating units in the year that the cash is
received.
The FY18 budget for expendable gifts is $10.0M, as established by the goal-setting of The Ohio University
Foundation Board (“Foundation Board”). Expendable Gift budgets submitted by the Planning Units, which
represent known or expected giving, total $9.3M. The difference between The Ohio University Foundation
(“Foundation”) goal and the Planning Unit projections, $0.7M, is currently represented as a Gift revenue budget
within Academic Support (Central Revenue), with a corresponding offset in the Transfers to (from) Operations
row. Actual attainment of Gift revenues will flow to the College or Planning Unit based on the designation of the
gift. Section 5 provides additional detail about gifts.
2.3.7 Endowment Distributions
The endowment distribution represents the internal distribution of endowment income based upon shares held
in the endowment portfolio. The annual endowment distribution is equal to the product of a 6% spending rate
and the endowment's average market value for the trailing 36 months (ending December 31, 2016). Both true
and quasi-endowments are subject to this spending policy. The 6% spending rate is comprised of a 4% spending
allocation to the designated fund purpose and a 2% administrative fee. The spending allocation supports various
22 | F Y 1 8 B u d g e t B o o k
initiatives, as specified in the gift agreement. This includes, but is not limited to, scholarships and fellowships,
chairs and professorships, research activities, and general support of academic units. The administrative fee
provides general support for the operations of the Foundation. The FY18 Budget for endowment distributions is
$28.0M. Section 6 provides additional detail about endowment distributions.
2.3.8 Investment Income
Investment Income represents the interest, dividends, and investment returns earned on the working capital
and investment pools of the University. The FY18 Budget for investment income supporting the operating
budget is $6.1M. These funds support the operations of the Foundation and the Strategic Opportunity Reserve.
The Non-Operating budget for Investment Income is $47.9M, supporting the Endowment ($31.6M), the Century
Bond ($10.8M), and the Internal Bank ($5.5M). Section 6 provides additional detail about investment income.
2.3.9 Other External Sales
Other external sales includes royalties, sales and services, and other sales. This includes non-student revenue
generated from academic activities, clinical revenues, retail sales from auxiliary operations (e.g. parking,
transportation, athletic ticket sales, and sponsorship agreements). The FY18 Budget for other external sales is
$38.9M.
F Y 1 8 B u d g e t B o o k | 23
Summary of Expenditures
24 | F Y 1 8 B u d g e t B o o k
2.4.1 Salaries, Wages, and Benefits
For FY18, compensation is budgeted at $492.7M, which includes Salaries, Wages and Benefits.
Salaries and Wages are budgeted at $367.6M, which is approximately a 1.0% increase over the FY17 Budget.
Benefits are budgeted at $125.1M which is a 3.9% increase from the FY17 forecast. University salaries, wages,
and benefits are explained in more detail in Section 8.
2.4.2 Supplies and Services
For FY18, supplies and services are budgeted at $189.2M.
Supplies and Services include: professional services ($38.2M); supplies ($22.8M); travel ($21.2M); utilities,
maintenance & communication ($69.2M); cost of goods sold ($21.5M) and other miscellaneous expenses
($16.4M).
2.4.3 Capitalized Costs
Capitalized costs are included in the operating budget for internal reporting purposes. When actual income
statement results are reported, capitalized costs are eliminated via accounting adjustments and depreciation
expenses are included. For budgeting purposes, capitalized costs represent the purchases of equipment for
research or operations. For FY18, capitalized costs are budgeted at $8.6M.
Capital facilities costs (CIP) are included in the Capital Budget section (Section 9) and are represented in the
Non-Operating section (Section 18) of the Budget.
2.4.4 Depreciation
Depreciation expense is not included in the operating budget, but is shown in the Non-Operating Activity. When
capitalized costs are eliminated via financial statement adjustments, depreciation expenses are then included.
FY18 depreciation expenses are budgeted at $50.1M, inclusive of Component Units.
F Y 1 8 B u d g e t B o o k | 25
2.4.5 Internal Loans & Debt Service
Internal loans are charged to departments to reserve funds to pay for external debt service. The Century Bond
and the Internal Bank receive the Internal Loan payments, and then pay the external debt service principal and
interest obligations. For Financial Statement purposes, principal payments are eliminated.
Section 7 provides additional detail about Internal Loans and Debt Service.
2.4.6 Internal Sales
Internal Sales represent sales between operating units of the University. Because the originating unit (seller)
incurs the expense and then the buyer also reports the expense, these expenses are offset or eliminated in the
expense section.
Allocations and Transfers
2.5.1 Internal Allocations & Transfers
Internal allocations represent funding exchanges among units.
2.5.2 Indirect Cost Allocations
A series of indirect cost allocations to recover infrastructure and administrative costs associated with non-
college expenditures (e.g., Facilities, Finance, OIT). Allocations are made through the RCM model using various
allocators (e.g., headcount, square footage, etc.) which are included in Section 20.4.
2.5.3 Subvention Fund
Subvention Allocation: Academic units are assessed a 12.5% fee on operating revenues, which is utilized to
balance operating results across academic units and provide resources for strategic initiatives.
Section 15 includes detail about the Academic Investment Program Incentives.
Subvention Distribution: This represents the distribution of the subvention funds to provide funding to the
academic initiatives.
For FY18, allocations are budgeted at $61.2M. The detail about the RCM allocation model is included in Section
20.4.
26 | F Y 1 8 B u d g e t B o o k
Transfers
2.6.1 Transfers to (from) Operations
Transfers represent the planned utilization of fund balance to support one-time only investments.
2.6.2 Transfer to (from) Quasi Endowments
Represents the transfer from operations for quasi endowments.
2.6.3 Transfers to (from) Capital Projects
Transfers to (from) Capital Projects includes two types of activities: departments’ designated funds from current
year operations to be set aside to fund future replacements/ deferred maintenance and the transfer of prior
year accumulated reserves to fund current year replacements/renovations (typically through plant funds).
Provisions for Facility and Equipment Renewal -$ -$ -$ 6.2$ -$ 0.2$
Transfers to (from) Plant Fund - Project Related 29.5 59.0 (37.8) 17.9 28.7 27.6
Transfers to (from) Capital Projects 29.5$ 59.0$ (37.8)$ 24.1$ 28.7$ 27.8$
FY17
Forecast
FY18
Budget(in millions)
FY14
Actuals
FY15
Actuals
FY16
Actuals
FY17
Budget
F Y 1 8 B u d g e t B o o k | 27
3 State Appropriations
State Support of Instruction (SSI) SSI is an annual, fixed-dollar appropriation from the State of Ohio that subsidizes the cost of education for Ohio
residents. Allocations are calculated using a funding formula primarily driven by course completions, degrees
earned with weighting factors based on the subject field of courses and degrees, and student demographics
including academic performance (ACT), financial need, and various risk factors.
FY18 SSI Projections
As illustrated below, the SSI allocation for Ohio University has been increasing each year. The increase in our
share of SSI in FY14 and FY 15 was driven by the growth of the RN to BSN program in the College of Health
Sciences and Professions. The SSI budget for FY17 was originally projected to increase fairly substantially but
changes to the at-risk formula implemented in FY17 resulted in that expected increase being reduced by $5.2M.
The FY17 forecast has been adjusted for this change. Our FY18 Budget assumes a modest increase in our state
share of SSI, with our growth in Medical FTE as the primary driver.
Annually, the University budget allocates only 98% of SSI and Tuition revenues. The 2% holdback is used as a
buffer against in-year variability, and funds the Strategic Opportunity Reserve only when it is earned.
Section 10 provides additional detail about the Strategic Opportunity Reserve.
(in millions)FY14
Actuals
FY15
Actuals
FY16
Actuals
FY17
Budget
FY17
Forecast
FY18
Budget
SSI College Allocations $ 137.8 $ 149.2 $ 151.7 $ 159.7 $ 159.7 $ 156.7
Strategic Opportunity Reserve
2% Holdback 2.8 2.9 2.9 2.9 2.9 2.8
Additional Surplus/Deficit 5.8 2.0 1.1 (5.6) (5.2)
Subtotal 8.6 4.9 4.0 (2.7) (2.3) 2.8
Total State Share of Instruction $ 146.4 $ 154.1 $ 155.8 $ 157.1 $ 157.4 $ 159.5
% of State Appropriations 10.6% 11.0% 10.6% 10.3% 10.3% 10.5%
28 | F Y 1 8 B u d g e t B o o k
Changes to SSI Funding Model for FY18
Consultations with the Ohio Department of Higher Education (former Board of Regents) and University
leadership during Fall 2016 resulted in the addition of first generation status of a student to the risk factors used
to weight the allocations for undergraduate degrees. This factor is now added to the existing factors of academic
risk, financial risk, age and race as defined in the table below.
The five at-risk categories combine to create 32 distinct student cohorts including a student with no risk
factors to a student with all five. Graduation rates are calculated for each case to produce a weight that
recognizes the additional costs that would occur to help those students attain their degree. The degree
funding for students in each case is inflated using these weights. The list of cases, state-wide graduation
rates and resulting weights are shown below:
Academic
Age Over22yearsofagewhenstartingcollege.
Financial
Minority AfricanAmerican,Hispanic,AmericanIndian.
FirstGeneration
SmallestEFC(ExpectedFamilyContribution)below$2,190
inanyyear.
MotherandFather'shighestlevelofeducational
attainmentisselfreportedasHighSchoolorMiddle/Junior
HighSchoolontheFAFSA.
ACT<17inEnglishorMath.IfnoACT,completeda
developmentalcourseinanyyearatanypubliccollegeor
universityinOhio.
F Y 1 8 B u d g e t B o o k | 29
Case Graduation
% Weight*
case 00 73.6% No Risk Factors
case 01 71.0% 3.6% Financial, only
case 02 50.8% 44.7% Academic, only
case 03 43.3% 70.1% Age, only
case 04 53.4% 37.8% Race, only
case 05 67.6% 8.8% First Generation, only
case 06 44.5% 65.2% Financial & Academic
case 07 48.3% 52.4% Financial & Age
case 08 52.7% 39.5% Financial & Race
case 09 63.5% 15.9% Financial & First Generation
case 10 43.2% 70.3% Academic & Age
case 11 36.6% 101.1% Academic & Race
case 12 48.9% 50.4% Academic & First Generation
case 13 37.2% 97.7% Age & Race
case 14 57.2% 28.6% Age & First Generation
case 15 57.9% 27.0% Race & First Generation
case 16 39.0% 88.9% Financial, Academic & Age
case 17 30.0% 145.2% Financial, Academic & Race
case 18 42.0% 75.1% Financial, Academic & First Generation
case 19 28.3% 160.1% Academic, Age & Race
case 20 49.9% 47.4% Academic, Age & First Generation
case 21 55.4% 32.9% Age, Race & First Generation
case 22 36.4% 102.1% Academic, Race & First Generation
case 23 48.9% 50.4% Financial, Race & First Generation
case 24 35.5% 107.1% Financial, Age & Race
case 25 51.2% 43.8% Financial, Age & First Generation
case 26 25.9% 184.0% Financial, Academic, Age & Race
case 27 40.3% 82.6% Financial, Age, Race & First Generation
case 28 28.9% 154.5% Financial, Academic, Race & First Generation
case 29 42.0% 75.1% Financial, Academic, Age & First Generation
case 30 42.4% 73.6% Academic, Age, Race & First Generation
case 31 27.3% 169.8% All Risk Factors * Weight calculated as the difference between each Case and Case 00 (students with no risk factors)
The projected net impact of this change to the SSI for Ohio University is slightly positive (about 0.2%) but our
enrollments of first generation students are fairly high so additional benefits are possible in the future if we
continue on our current trends.
Changes related to Guarantee Tuition programs:
The FY16-17 State of Ohio biennial budget included a provision that adjusted the Ohio Department of Higher
Education’s SSI allocation formula for those universities with a tuition guarantee program. The proposed FY18-
30 | F Y 1 8 B u d g e t B o o k
19 State Operating Budget eliminates the SSI adjustments for tuition guarantee programs, which historically
reduced Ohio University’s state appropriation by approximately $1.0M in FY16 and FY17.
State Funded Line Item Appropriations In addition to SSI, a series of specific line-item appropriations are provided to colleges and universities. For the
University, the programs listed below are supported by line-item appropriations as budgeted by each planning
unit’s FY18 budget.
JULY UPDATE: The final FY2018-2019 State of Ohio Biennial Budget reflects an overall reduction in the state line
item appropriations ($168.8K) when compared to the FY18 budget. The following table provides a summary of
how the planning unit budgets vary from the final FY18 state appropriations.
Capital Component was a program offered by the State of Ohio in the late 1990’s through early 2000’s that
offered Universities a state appropriation for a 15-year period in exchange for giving up capital appropriation
funding. Ohio University took advantage of this program in the early 2000’s, and has used the Capital
Component appropriation to support capital investments funded directly by the University. FY18 will be the last
year Ohio University receives the Capital Component subsidy, in alignment with the commitment of the State of
Ohio program and the pay-back model established with our Internal Bank.
(in millions) FY17 FY18
Planning Unit Program Projection Projection Variance
Voinovich Appalachian New Economy Partnership 1.50$ 1.50$ 0%
Co-ops & Internships 0.08$ 0.08$ 0%
College of Medicine AHEC Program Support 0.13$ 0.11$ -10%
Family Practice 0.50$ 0.45$ -10%
Geriatric Medicine 0.07$ 0.07$ -10%
Primary Care Residencies 0.23$ 0.20$ -10%
OU Clinical Teaching 2.91$ 2.62$ -10%
Education Higher Education Program Support 0.08$ 0.08$ 0%
Library Library Depositories 0.17$ 0.15$ -10%
Internal Bank Capital Component 2.00$ 2.00$ 0%
Subtotal 7.66$ 7.26$ -5%
(in millions) FY18 FY18
Planning Unit Program Projection Appropriations Variance
Voinovich Appalachian New Economy Partnership* 1.50$ 1.23$ -18%
Co-ops & Internships 0.08$ 0.05$ -33%
College of Medicine AHEC Program Support 0.11$ 0.12$ 8%
Family Practice 0.45$ 0.48$ 6%
Geriatric Medicine 0.07$ 0.07$ 6%
Primary Care Residencies 0.20$ 0.22$ 6%
OU Clinical Teaching 2.62$ 2.77$ 6%
Education Higher Education Program Support 0.08$ -$ -100%
Library Library Depositories 0.15$ 0.16$ 6%
Internal Bank Capital Component 2.00$ 2.00$ 0%
Subtotal 7.26$ 7.09$ -2%
F Y 1 8 B u d g e t B o o k | 31
State Capital Appropriation
In accordance with the State of Ohio process led by the Office of Budget and Management, the University
submitted a 2017-2018 biennial capital request in the fall of 2015. The 2017-2018 capital bill was passed in
Senate Bill 310 by the Ohio legislature in early May, 2016, and included $27.5M of capital appropriations to Ohio
University (inclusive of $750,000 of pass-through allocations for local partners and $26.8M supporting Ohio
University projects).
The State Capital Budget identifies capital improvement projects which have been approved for funding. Within
the University financial structure, however, state capital revenue is recognized once expenditures have been
made. As a result, any individual university fiscal year budget may include funding from multiple years of state
capital funding.
The FY18 Budget for projects to be funded, in whole or in part, by State Capital Appropriations is $32.5M and
can be found in the Capital column of our Non-Operating results (Section 18).
32 | F Y 1 8 B u d g e t B o o k
F Y 1 8 B u d g e t B o o k | 33
4 Tuition & Educational Fees
University tuition revenues include all revenues from academic degree programs, exclusive of SSI, associated
with traditional programs, eCampus programs, and graduate and medical programs.
Enrollment Trends
4.1.1 Undergraduate Headcount and FTE
Athens Campus: Based on Fall 2016 (FY17) data, enrollment on the Athens Campus has grown 2.8% compared to
Fall 2013 (FY14). These numbers include traditional, post-secondary, and eCampus students.
The forecast for Fall 2017
(FY18) indicates that the
overall headcount will
decrease slightly (0.6%). It is
assumed that on the Athens
Campus, the post-secondary
headcount will remain flat,
traditional headcount will
decrease 1.1%, and eCampus
headcount will grow 1.0%.
The projected Fall 2017 UG
Athens traditional student
headcount assumes a new
freshman class that will be 200
fewer students as compared to
the Fall 2016 class, while
assuming equivalent retention
rates as the previous three years.
Regional Campuses: From Fall 2013 (FY14) through Fall 2016 (FY17), Regional Campuses have experienced a
6.5% decrease in traditional student headcount. For that same period, Regional Campuses have experienced a
60.3% growth in post-secondary student headcount. This growth in post-secondary enrollment is a result of the
expansion of the College Credit Plus program across the State of Ohio, now in its second year.
The Fall 2017 (FY18) projection indicates that there will be a decrease in headcount of 1.8% for traditional
students on the Regional Campuses when compared to the headcount in Fall 2016 (FY17). The Post-secondary
student headcount is expected to remain flat for the Regional Campus when comparing Fall 2017 to Fall 2016.
Fall 2013
Actual
Fall 2014
Actual
Fall 2015
Actual
Fall 2016
Actual
Fall 2017
Forecast
Athens
Post-Secondary/CC+ 66 68 85 139 139
Traditional 17,309 17,592 17,880 18,070 17,863
eCampus 6,129 5,911 5,978 5,958 6,018
Subtotal 23,504 23,571 23,943 24,167 24,020
Regionals
Post-Secondary/CC+ 501 540 815 803 800
Traditional 8,117 7,997 7,759 7,590 7,450
eCampus 0 0 0 87 100
Subtotal 8,618 8,537 8,574 8,480 8,350
Undergraduate Duplicated Headcount
34 | F Y 1 8 B u d g e t B o o k
OHIO Guarantee Headcounts: FY16 saw the
first cohort of OHIO Guarantee students on
the Athens campus. These students
accounted for 27.7% of the total
undergraduates on the Athens Campus in Fall
2015. The projection for headcounts in Fall
2017 (FY18) shows that 67.2% of Athens
Campus undergraduates will be part of an
OHIO Guarantee cohort.
FTE: On the Athens
Campus, changes in FTE
are highly correlated with
changes in student
headcount. Since the
majority of Athens
Campus student are full
time, and thus pay the full
tuition rate, changes in
headcount (and not FTE)
drive the tuition forecast.
eCampus students pay
tuition on a per credit
hour basis, thus FTE’s (instead of headcounts) drive our Tuition forecast. eCampus FTE’s have been growing over
the last 3 years, but are projected to remain flat for FY18. For Regional Campuses, FTE’s have declined at a
faster rate than headcounts, driven by decreases in full-time student enrollments.
Residency: The percentage of
non-resident students on the
Athens campus has declined
over the last two years, from
15.6% to 13.6%.
Fall 2013
Actual
Fall 2014
Actual
Fall 2015
Actual
Fall 2016
Actual
Fall 2017
Forecast
Resident 14,649 14,921 15,157 15,627 15,561
Non-resident 2,726 2,739 2,808 2,582 2,442
Total 17,375 17,660 17,965 18,209 18,002
% Non-resident 15.7% 15.5% 15.6% 14.2% 13.6%
Athens - Resident/Non-Resident Duplicated Headcount (excluding eCampus)
Athens - Cohort Duplicated Headcount (excluding eCampus)
Fall 2015
Actual
Fall 2016
Actual
Fall 2017
Forecast
Continuing Students 12,987 9,009 5,909
OHIO Guarantee 2015-16 4,978 4,304 3,562
OHIO Guarantee 2016-17 -- 4,896 3,877
OHIO Guarantee 2017-18 -- -- 4,654
Total 17,965 18,209 18,002
F Y 1 8 B u d g e t B o o k | 35
eCampus: The percentage of non-resident students attending our eCampus increased from 24.9% to 29.7% in
the four year period between Fall 2013 and Fall 2016. It is projected that the Fall 2017 eCampus enrollments will
remain flat with 29.7% of non-resident students.
4.1.2 Graduate Programs
Traditional Graduate Programs: The enrollments for the University’s traditional graduate programs have
decreased over the four year (Fall 2013-Fall 2016) period with overall headcount decline of 4.4%. These
programs typically use a model where students receive stipends to assist with teaching and research and receive
a waiver of their tuition. These programs are resource intensive, which creates some inherent constraints on
growth. The current forecast reflects those constraints by assuming flat enrollments for Fall 2017 (FY18).
Professional Masters: The University’s professional masters programs have experienced substantial growth from
1,993 students in Fall 2013 (FY14) to 2,558 students in Fall 2016 (FY17), an increase of 28.3%. The current
forecast for FY18 plans a 7.2% growth in students for these programs overall. For a listing of academic programs
by college, reference the Tuition tables in Section 20.3.
Fall 2013
Actual
Fall 2014
Actual
Fall 2015
Actual
Fall 2016
Actual
Fall 2017
Forecast
Resident 4,603 4,459 4,487 4,250 4,301
Non-resident 1,526 1,452 1,491 1,795 1,816
Total 6,129 5,911 5,978 6,045 6,118
% Non-resident 24.9% 24.6% 24.9% 29.7% 29.7%
eCampus - Resident/Non-Resident Duplicated Headcount (Athens and Regional
Undergraduate)
Fall 2013
Actual
Fall 2014
Actual
Fall 2015
Actual
Fall 2016
Actual
Fall 2017
Forecast
Traditional Graduate Programs 2,750 2,738 2,641 2,628 2,628
Professional Masters (Outreach) 1,993 2,298 2,383 2,558 2,741
Total 4,743 5,036 5,024 5,186 5,369
Graduate Programs Duplicate Headcount
36 | F Y 1 8 B u d g e t B o o k
4.1.3 Doctor of Osteopathy (HCOM)
HCOM has grown consistently over the four year (Fall 2013-Fall 2016) period from 539 students in Fall 2013
(FY14) to 810 students in Fall 2016 (FY17). This 50.3% growth was driven by a 14 student increase on the Athens
Campus, three cohorts (152 students) on the Dublin Campus, and two cohorts (105 students) on the Cleveland
Campus. For FY18, it is forecasted that total HCOM enrollment will grow by 111 students (13.7% from Fall 2016-
Fall 2017).
Tuition Rates The FY18 column represents the tuition and fees, as approved by the Board of Trustees in January 2017. The
FY18* column represents the actual tuition and fee increases after approval of the FY2018-2019 State of
Ohio Biennial Budget which includes the continuation of an undergraduate tuition freeze. The tuition rate
tables for FY18 are included in Appendix 20.3.
Fall 2013
Actual
Fall 2014
Actual
Fall 2015
Actual
Fall 2016
Actual
Fall 2017
Forecast
Athens Campus 539 560 561 553 564
Dublin Campus 0 50 100 152 201
Cleveland Campus 0 0 50 105 156
Total 539 610 711 810 921
HCOM Headcount
BOT
ApprovedFINAL
FY13 FY14 FY15 FY16 FY17 FY18 FY18* FY19*
Tuition 3.5% 1.6% 1.5% 0.0% 0.0% 2.0% 0.0% 0.0%
Non-Resident Surcharge 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Room 3.5% 3.5% 3.5% 3.5% 0.0% 0.0% 0.0% 0.0%
Board 1.5% 0.5% 1.0% 1.0% 0.0% 0.0% 0.0% 0.0%
FY13 FY14 FY15 FY16 FY17 FY18 FY18* FY19*
Tuition 5.1% 0.0% 0.0% 0.0% 0.0%
Non-Resident Surcharge 0.0% 0.0% 0.0% 0.0% 0.0%
Room 5.3% 0.0% 0.0% 0.0% 0.0%
Board 1.5% 0.0% 0.0% 0.0% 0.0%
FY13 FY14 FY15 FY16 FY17 FY18 FY18* FY19* FY20*
Tuition 1.7% 0.0% 0.0% 0.0% 0.0%
Non-Resident Surcharge 5.6% 0.0% 0.0% 0.0% 0.0%
Room 3.5% 0.0% 0.0% 0.0% 0.0%
Board 2.0% 0.0% 0.0% 0.0% 0.0%
FY13 FY14 FY15 FY16 FY17 FY18 FY18* FY19* FY20* FY21*
Tuition 3.3% 1.3% 0.0% 0.0% 0.0%
Non-Resident Surcharge 0.0% 0.0% 0.0% 0.0% 0.0%
Room 3.5% 3.5% 0.0% 0.0% 0.0%
Board 2.0% 2.0% 0.0% 0.0% 0.0%
Board Approved Tuition Rates: Prior to release of Operating Budget
Non-Guarantee Cap: Current Planning Assumption & Final State Fee Cap
4-year rate Guarantee: No fee increases in years 2-4
Guarantee Tuition Cap: Non-Guarantee Cap + 5-year average CPI
*Current Planning Assumptions
Planning Assumption for Future Guarantee Cohorts: Legislative Cap
OHIO Guarantee - Class of 2021
OHIO Guarantee - Class of 2020
OHIO Guarantee - Class of 2019
Continuing Students (Non-Guarantee)
F Y 1 8 B u d g e t B o o k | 37
4.2.1 OHIO Guarantee
Starting in the Fall of 2015, the OHIO Guarantee set a new standard among Ohio’s public
institutions of higher education by taking the guesswork out of budgeting for college. The
OHIO Guarantee is a precedent setting cohort-based, level-rate tuition, housing, dining,
and fee model that assures students and their families a set of comprehensive rates for
the pursuit of an undergraduate degree at Ohio University. Tuition, housing, dining, and
fee rates established at enrollment remain unchanged for 12 consecutive semesters.
Benefits of the OHIO Guarantee:
Transparency and predictability in expected costs, helping students and families with budget
planning.
The OHIO Guarantee provides an incentive for students to remain enrolled and graduate within four
years.
Renewable merit scholarships better hold their value. Under the OHIO Guarantee, the cost of
attending will remain steady for a student’s four years at the University. The same percentage of
those costs will be met by any renewable scholarship, assuming the student meets the criteria for
scholarship renewal. By contrast, under a traditional tuition model of increasing annual costs, a
smaller percentage of a student’s educational costs would be met each year.
The University can plan more effectively, allowing for better allocation of resources to serve
students.
Challenges of the OHIO Guarantee:
Shifts fiscal risk to the University as more than 75% of traditional students are locked in, making it
more difficult for the institution to react to inflationary changes and pressures.
Makes it difficult to address emerging course costs that may have unique expenses.
“All in” tuition and fees may create optic problems for prospective student comparing tuition rates
with competitive schools where additional and variable fee structures are not obvious.
38 | F Y 1 8 B u d g e t B o o k
Financial Aid
Gross Tuition Includes: UG Instructional, Non-Resident and Program fees.
4.3.1 Signature Awards Program
The University has established the OHIO Signature Award Program, a set of scholarships and grants designed to
optimally balance both support for financial need and recognition of the achievements and contributions of the
Fall 2017 freshman class. Built to honor and assist our students in accordance with the University's twin missions
of excellence and access, the new and expanded program includes generous merit-based scholarships,
supportive need-based grants, and a set of awards unique to the University that blend both merit- and need-
based criteria. The program is modified annually to meet the enrollment goals of the institution.
All first-year students who are new to the Athens campus of the University in Fall 2017 are eligible for
consideration to become an OHIO Signature Scholar. The application for admission serves as the application for
merit-based scholarships.
Fall 2017 first-year students who were admitted by June 1, 2017 will be considered automatically for all
available OHIO Signature Awards. Eligibility is based on the following:
Academic merit as demonstrated by strength of curriculum and cumulative high school grade point
average, in addition to either the ACT composite or SAT math and critical reading scores from any test
date (writing sub score not included for ACT or SAT). Credentials on file as of January 15, 2017, will be
used for final award determinations.
Financial need, as determined by the Free Application for Federal Student Aid (FAFSA) results received in
the Office of Student Financial Aid and Scholarships by the first priority date of January 15, 2017.
Contributions made to the academic, demographic, or geographic diversity of the University community.
(in millions)
Athens Campus Undergraduates
Gross Tuition Revenue 225.5$ 230.7$ 234.7$ 236.7$ 235.8$ 236.4$
Financial Aid Sources
Operating Funds - Scholarships 30.5 32.0 36.2 41.1 39.8 41.8
Operating Funds - Student Athletes 7.2 7.4 8.5 8.1 8.0 8.3
Grant Funds 2.1 2.3 2.3 1.8 2.0 1.4
Foundation Funds 3.7 4.2 4.8 5.4 5.2 5.8
Subtotal - Financial Aid 43.4$ 45.9$ 51.8$ 56.4$ 55.1$ 57.3$
Net Tution Revenue 182.0$ 184.8$ 183.0$ 180.3$ 180.7$ 179.1$
Discount Rate 19.3% 19.9% 22.1% 23.8% 23.4% 24.2%
FY14
Actuals
FY15
Actuals
FY16
Actuals
FY17
Budget
FY17
Forecast
FY18
Budget
F Y 1 8 B u d g e t B o o k | 39
In FY18, the OHIO Signature Awards will include more than $39M in scholarships and grant aid for
undergraduate students. This will be accomplished through an incremental increase of $3.2M in FY18. See
http://www.ohio.edu/admissions/signature/index.cfm for details about the awards.
4.3.2 The OHIO Match: Ohio University’s Undergraduate Scholarship Matching Program
The University is committed to making a significant investment to support the University’s core mission of
providing access and opportunity for students seeking a college education. To this end, $25M is being dedicated
to strengthening the University’s endowed scholarship program through The OHIO Match – including the
Undergraduate Scholarship Matching Program and the Targeted Scholarship Matching Program. In order to
maximize the impact of this opportunity, the University will provide $.50 for every dollar committed to eligible
scholarship endowments starting July 1, 2013.
To be eligible for the OHIO Match, scholarship gifts must meet the following criteria:
Designated for undergraduate students on the Athens Campus
Based on merit, need or talent, as defined by the University
Endowed, renewable scholarships
Designated for University-wide or college-wide use, or designated for one of the existing
targeted – high-merit and/or special population – scholarship programs
Scholarship Matching Program details were determined by the University and are administered by the
Foundation. The program is subject to termination at any time, and funds are available for matching gifts on a
first-come/first-served basis.
During FY17, over 3,500 donors committed nearly $1.5M to OHIO Match endowed scholarships. Since the
inception of the program, $8.1M in outright gifts and pledges have been committed to the OHIO Match
program, and 138 unique scholarships have been established. These gifts and pledges correspond to a University
match commitment of $4.0M. The University match commitment is funded by the Strategic Opportunity
Reserve, described in detail in Section 10.
Through March 31, 2017, a total of $6.7M has been collected against the $8.1M gifts and pledges. The University
has provided matching funds totaling $3.3M, and the total market value for these endowments including the
University match and accumulated investment income is $11.1M.
40 | F Y 1 8 B u d g e t B o o k
University Initiatives
4.4.1 OHIO for Ohio
Over the course of the past several years the University, its
Colleges and Academic Units have actively worked to link its
eight campuses with the recently adopted Innovation Strategy in
support of the institutional commitment to Smart Growth. This
approach has helped define OHIO for Ohio:
OHIO for Ohio envisions a system of physical locations
that build bridges between industry, government and the
University in support of strategic partnerships.
OHIO for Ohio envisions our campuses as portals for
governmental agencies and industry to access OHIO’s
wealth of subject matter expertise and research
capabilities across ALL disciplines.
OHIO for Ohio envisions these campuses as platforms
that expedite finding solutions to real world problems
and developing new approaches to deliver education
programs while providing outlets for OHIO’s creativity in
support of our public role and mission.
OHIO for Ohio envisions a nationally recognized model of
mixed use campuses that integrates laboratory and commercial spaces with college classrooms and
clinical facilities, residential living and retail amenities with community-based recreational and cultural
amenities.
The vision for OHIO for Ohio assumes that:
OHIO University will be viewed more as a system rather than as individual campuses.
The Athens campus will be the cornerstone of the system, but closely aligned with its regional campus
partners.
OHIO’s future enrollment growth will come from the extension campuses in urban areas and through
distance learning programs and not the Athens campus.
The Athens campus future will be directly linked to our ability to leverage OHIO for Ohio to expand the
educational experiences offered to students with an updated business and educational delivery model.
There are a number of advantages to OHIO for Ohio:
Promotes new resources to protect and expand the OHIO University brand.
Provides new alternative pathways for Ohio University students.
Permits colleges and departments the ability to become more efficient in program delivery.
Provides colleges and faculty with new avenues to access new partnerships and enhance our tripartite
mission of teaching, research and service.
Permits statewide access or educational opportunities for both our existing and new students.
F Y 1 8 B u d g e t B o o k | 41
4.4.2 Online Learning Investment
Ohio University remains at a critical point in the evolution of our online learning operations. The online learning
initiative began with the establishment of the Online Learning Task force which includes University Leadership in
the Provost’s Office, Colleges, Budget Office, CIO and SVP for Strategic Enrollment Management. The goal of the
task force is to help develop strategy and prioritize online learning initiatives across the University. Every dean
and department head across the system is looking to generate more revenue through new or expanded online
or blended programs at both the degree completion and graduate/professional level. We now have more than
20 new programs in the queue actively moving toward launch and another 20 program ideas in early stage
conversations. The strategic investment to fill service gaps and expand critical central operations that was
outlined last year is now in flight, and in order to remain competitive and meet the demand for growth carrying
out this investment strategy remains essential.
Scope and Focus of Investment
The investment in online learning, as developed and recommended by the Online Learning Task Force, was
initially $3.6M over the next two fiscal years. However, restructuring and other cost saving measures in the
Office of Instructional Innovation has enabled us to reduce the needed investment by nearly $800,000. There is
an additional strategic reserve of one time funds that is available to help academic units initiate new program
development and launch in the absence of resources. Investments have been and are being made in the
following areas:
Infrastructure and expertise in Online Learning, faculty development and instructional design services
The process for moving a program from idea to delivery is complex and involves engaging a variety of
departments (e.g., alerting enrollment management, registrar, OIT, Instructional Innovation). Quality is
increasingly critical to the viability of online programs in an increasingly competitive market: students
expect personal interaction and proactive engagement is key to retention in online programs; amateur
faculty production of learning environments in an outdated pedagogical model will not meet
expectations; and an increasingly diverse and nontraditional student and environment require faculty to
develop new skill and understanding to design effective courses and engage positively with students. A
highly responsive and high quality student support operation and project management of the entire
process, as well as instructional designers, faculty development specialists, and production service, will
enable us to compete on these dimensions of quality.
OIT to create new services and expand academic technology operations and support
Just as we have facilities operations to build and maintain physical classrooms, we need experts to build
and maintain virtual learning environments. Instructors are hard pressed to maintain the skills they need
to engage with students in these environments, so a training and performance support service is also
needed. Perhaps most crucially, we are underfunded in developing and supporting the technical
environment that is essential to shape the technology rich learning environment, and in capitalizing on
the data and analytics that are made available in this environment to guide student learning and support
decisions.
42 | F Y 1 8 B u d g e t B o o k
Expanded enrollment and marketing capacity and expertise
Enrollment and marketing operations, as currently staffed, lack the capacity and some competencies to
absorb the responsibility to recruit students to online programs. Under the online learning alignment
proposal, this office will need to develop capacity and expertise to recruit students into online
programs. This involves investment across the enrollment funnel, including partnership development,
marketing and communication, recruitment and advising, articulation management, and attendant
administrative support of the operations. Additional capacity has been created by securing four vendor
partners through an RFP process who are assisting with various aspects of digital marketing and
recruitment of online learners.
Student support services
Few student support services on campus have been designed for online students. An effort is underway
to initiate a “digital first” philosophy in the delivery of these services, and to better understand
appropriate differentiation and sustainability of student access to services depending on whether the
student is on campus or online.
F Y 1 8 B u d g e t B o o k | 43
5 Gifts
Gift Commitments Each year, the University Foundation receives charitable contributions that are designated to support various
colleges, campuses, academic programs, the supporting non-profit, student activities, scholarships, capital
projects and other OHIO initiatives. While some gifts are endowed (permanently restricted), others are available
for immediate use (expendable).
*projected
Based on an analysis of historic giving patterns, and considering current Advancement staffing levels, we are
projecting to receive $20.0M in total gifts during FY18 (inclusive of Expendable and Nonexpendable gifts).
Expendable gifts – Expendable gifts are contributions for which the University can spend the corpus, or gift
amount, to fund operations in accordance with the donor designation. These include unrestricted contributions
($0.2M), which may be used for any purpose that supports the University, as well as restricted contributions
($9.8M), which have been designated by the donor to support a specific purpose. Restricted expendable gifts
may be designated for scholarships, faculty support, the construction or renovation of a particular facility, or the
support of a particular college or program.
Nonexpendable gifts – Non-Expendable gifts are contributions for which the University may not spend the
corpus which must be endowed in perpetuity and invested in the long-term investment portfolio; but for which
we may spend the distributions against the corpus in accordance with the BOT approved spending policy (see
Section 6). These contributions are included in the FY18 budget at $10.0M and shown as growth in our
Endowment column (part of non-operating budget). The associated annual endowment distribution will be
spent in accordance with the donor specifications, which may include unrestricted purposes, or specific support
for activities such as faculty chairs and professorships, scholarships and fellowships, or support of specific
colleges or programs.
Pledges and Bequests Receivable
Unconditional promises to give are recorded as gift revenue and pledges receivable in the year that the
commitment is made. Bequests are recorded as gift revenue and bequests receivable in the year that the
Gift Type FY14 FY15 FY16 FY17* FY18*
Expendable
Unrestricted - current use 0.2$ 0.3$ 0.3$ 0.2$ 0.2$
Restricted - current use 17.1 17.2 17.8 6.2 9.8
Subtotal - Expendable 17.3 17.5 18.1 6.4 10.0
Nonexpendable
Restricted - endowed 9.7 13.7 12.7 7.9 10.0
Subtotal - Nonexpendable 9.7 13.7 12.7 7.9 10.0
Total 27.0$ 31.2$ 30.8$ 14.3$ 20.0$
(in millions)
44 | F Y 1 8 B u d g e t B o o k
Foundation learns that the donor has passed away and the gift is collectible. The following chart depicts the
pledges and bequests receivable balance for FY14 to FY18. The forecasted decrease reflects an overall decline in
new gift revenue and indicates that the collection of existing pledge payments is significantly outpacing their
replacement with new pledge commitments.
*unaudited forecast
F Y 1 8 B u d g e t B o o k | 45
6 Foundation, Endowment & Investment Returns
Long-Term Investment Pool Pursuant to resolution 2002-1851, the University’s Board of Trustees entrusted oversight of the long-term
investment portfolio to the Investment Sub-Committee (ISC) of the Foundation. The long-term investment
portfolio is comprised of the University’s and the Foundation’s endowments and quasi-endowments, as well as a
portion of the University’s and the Foundation’s working capital.
The Foundation has engaged Hirtle, Callaghan & Co. (HC) to manage the long-term investment portfolio. HC
reports to the ISC.
Investment Pool Activity through March 31, 2017
* Unaudited
Investment Pool Composition as of March 31, 2017*
*Unaudited
6.1.1 Endowment Activity
Endowment includes those contributions which were endowed in perpetuity by the donor and which the
University may spend only through annual distributions. Quasi-endowments are funds that the Foundation or
the University have set aside to function like endowed funds.
Beginning investment pool market value
Cash transferred to (from) investment pool
Interest and dividends net of management fees
Realized gains (losses)
Unrealized gains (losses)
Ending investment pool market value
632.5$
-
625.5$
(9.7)
10.9
10.2
(40.6)
10.2
58.4
(75.6)
522.6$
22.0
10.8
30.5
46.6
596.3$ 625.5$ 632.5$
FY17*
596.3$
(4.1)
6.2
(4.0)
54.9
FY16FY15FY14
649.3$
Endowments
Quasi-endowments
Working capital
Cash due (to) from pool
Total investment pool
28.9%
20.5%
-0.5%
100.0%
33.9$
51.5
110.6
(3.1)
192.9$
17.6%
26.7%
57.3%4.9%
(3.5)
649.3$
University
(0.4)
456.4$
-0.1%
100.0%
51.1%331.9$
Foundation
187.9
133.0
Total
29.9%
-1.6%
100.0%
298.0$
136.4
22.4
65.3%
46 | F Y 1 8 B u d g e t B o o k
Endowment Activity through June 30, 2018
*Projected utilizing March 2017 year to date return
6.1.2 Endowment Investment Composition
Endowment Composition as of March 31, 2017*
* Unaudited utilizing March 2017 year to date return
Endowment Distributions Endowment earnings are authorized for expenditure in accordance with the spending policy adopted by the
Foundation. The spending policy and spending rate are reviewed annually and adjusted, as necessary, with the
primary objective of balancing the need for current spending with the goal of supporting future expenditures
into perpetuity.
Currently, the annual endowment distribution is equal to the product of a 6% spending rate and the
endowment's average market value for the trailing 36 months. Both true and quasi-endowments are subject to
this spending policy. The 6% spending rate is comprised of a 4% spending allocation and a 2% administrative fee.
The spending allocation supports various initiatives, as specified in the gift agreement. This includes, but is not
limited to, scholarships and fellowships, chairs and professorships, research activities, and general support of
academic units. The administrative fee provides general support for the institution's fundraising, alumni
relations, and fund administration functions.
Beginning endowment market value
New gifts to endowments
Transfers to (from) quasi endowments
Investment income net of fees
Spending allocation
Administrative fee
Other additions (withdrawals)
Ending endowment market value
(18.1)
(8.7)
0.1
530.0$
FY18*
530.0$
10.0
14.9
31.6
(18.8)
(9.2)
-
558.5$
FY17*
481.8$
12.3
8.3
54.3 74.3
(13.7)
(5.9)
(15.3)
(15.7)
(17.6)
3.4 7.2 1.9
11.4 13.1
0.2 (0.7) -
515.9$ 507.0$ 481.8$
(6.4) (7.3) (8.5)
446.7$ 515.9$ 507.0$
14.7
FY14 FY15 FY16
Pooled endowments
Pooled quasi-endowments
Non-pooled endowments
Non-pooled quasi-endowments
Total endowments
Foundation University Total
0.1
36.1%
298.0$ 68.6% 33.9$ 39.7% 331.9$ 63.9%
136.4 31.4% 51.5 60.3% 187.9
100.0% 85.4$ 100.0% 520.0$ 100.0%
0.0%
0.1 0.0% - 0.0% 0.1 0.0%
0.1 0.0% - 0.0%
434.6$
F Y 1 8 B u d g e t B o o k | 47
6.2.1 Endowment Spending Rates
These spending allocation and administrative fee rates apply to accounts whose market value exceeds the
historic gift value. Occasionally, due to a downturn in the investment market, an account’s market value may
temporarily fall below its historic value. When this occurs, the endowed account is “underwater.” The spending
rate for underwater endowments is 1%. Underwater endowments are not assessed an administrative fee.
6.2.2 Endowment Distributions by Fiscal Year (in millions)
The following chart depicts endowment distributions over the past decade. Since FY09, the steady increase in
endowment distributions has been driven by strong investment returns, the creation of new endowments, and
the increase in the administrative fee from 1% to 2%.
Fiscal Years 2009, 2010, 2011 and 2012
Fiscal Years 2013, 2014, 2015, 2016, 2017 and 2018 4.0%
Policy
5.0%
6.0%
Allocation Fee Spending Rate
4.0% 1.0%
2.0%
Spending Administrative
48 | F Y 1 8 B u d g e t B o o k
Endowment Distribution by Planning Unit and Purpose
6.2.3 NACUBO-Commonfund Study of Endowments
Annually, OHIO participates in the NACUBO-Commonfund Study of Endowments (NCSE), a survey that analyzes
the endowment management practices and portfolio performance of more than eight hundred higher education
institutions and their related foundations. The following charts provide information about the relative
performance of OHIO’s endowment assets.
Final results for the year ending June 30, 2016 were made available in late January 2017. For the one-, three-,
five-, and ten-year periods ending June 30, 2016, OHIO’s portfolio lagged the NCSE average.
F Y 1 8 B u d g e t B o o k | 49
Performance vs. Peer Institutions for Period ended June 30, 2016
Performance vs. Policy Benchmark for Period ended June 30, 2016
50 | F Y 1 8 B u d g e t B o o k
Performance vs. Policy Benchmark for Period ended December 31, 2016
F Y 1 8 B u d g e t B o o k | 51
7 Treasury and Debt Management
Current Debt, Debt Structure and Interest Expense The University strategically issues debt to finance our facility and infrastructure investments. As of June 30, 2017
the University and Ohio University Foundation will have $626.4M of outstanding debt. In April 2016, Housing for
Ohio purchased the University’s land beneath the Courtyard Apartments, which was financed with the Housing
for Ohio Bonds. Housing for Ohio sold the Courtyard package on December 22, 2016, and the Housing for Ohio
Bonds were defeased on February 1, 2017.
The majority of our long term debt is issued in the form of tax-exempt bonds which are repayable over the term
with annual principal and interest payments. On November 6, 2014, the University issued $250.0M taxable
Century Bonds with annual interest payments and a principal bullet maturity in 2114. On March 1, 2017, the
University issued $156.2M tax-exempt bonds to refund Series 2006A&B, advance refund Series 2008A, and
$125.0M new money for capital projects. The Series 2017A bonds have bullet maturities beginning in fiscal year
2045 through fiscal year 2048 related to the new money and amortized maturities matching the original
maturities for the refunded bonds.
The following schedules detail our current outstanding debt and debt service as of June 30, 2017:
OHIO UNIVERSITY DEBT PORTFOLIO AS OF JUNE 30, 2017
Series Tax Status Coupon Type Outstanding Par Next Call Date Final Maturity Use of Proceeds
OHIO UNIVERSITY - GENERAL RECEIPTS DEBT
Series 2008A Tax-Exempt Fixed Rate 300,000 Non-Callable 12/1/2017 Capital Projects
Series 2009 Tax-Exempt Fixed Rate 9,190,000 Non-Callable 12/1/2019 Capital Projects
Series 2012 Tax-Exempt Fixed Rate 59,025,000 6/1/2022 12/1/2042 Capital Projects; Refunding (2003/2004)
QAQDA - Series 2012A Tax-Exempt Fixed Rate 12,761,483 Non-Callable 12/1/2022 Capital Projects
QAQDA - Series 2012B Taxable Fixed Rate 8,500,000 Non-Callable 12/1/2027 Capital Projects
Series 2013 Tax-Exempt Fixed Rate 128,650,000 12/1/2022 12/1/2043 Capital Projects; Refunding (2001/2004)
Series 2014 Taxable Fixed Rate 250,000,000 Make Whole Call 12/1/2114 Capital Projects
Series 2017A Tax-Exempt Fixed Rate 156,150,000 6/1/2027 12/1/2047 Capital Projects; Refunding (2006AB/2008A)
OHIO UNIVERSITY NOTES
Ohio University Inn (Term Loan) Tax-Exempt Fixed Rate 1,450,000 N/A 6/15/2021 Capital Projects
OHIO UNIVERSITY CAPITAL LEASE OBLIGATIONS
Capital Leases Tax-Exempt Fixed Rate 392,530 N/A FY 2021 Capital Projects
TOTAL 626,419,013
2047
2048
2115
0
10
20
30
40
50
60
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2115
$, i
n M
illio
ns
Principal Interest
$250M
Bullet
52 | F Y 1 8 B u d g e t B o o k
The University’s debt portfolio is currently 100% fixed (interest rates are fixed at the point of issuance for
defined periods versus variable which fluctuates against interest rate indices). The University’s cost of borrowing
is determined by both market factors and the University’s bond rating. The University’s ratings were affirmed in
January 2017 by Moody’s (Aa3/stable) and S&P (A+/stable). These ratings are reassessed annually by S&P and at
a minimum prior to each new issuance by Moody’s.
Bond ratings include analysis of quantitative factors (strength of balance sheet, debt service as a percent of
operations, net revenue position, revenue diversification and dependencies, fundraising success) and qualitative
factors (student applications, selectivity, retention, tenure and stability of leadership). In November 2015,
Moody’s updated its rating methodology which consolidates the US and non-US higher education
methodologies into a single rating and includes a revised version of the Moody’s scorecard. A major change in
this revised methodology is a shift in how Moody’s measures an institution’s financial reserves. Adjustments
were made to certain ratio calculations to ensure global comparability, including moving to cash-based wealth
metrics from net asset-based measures. This means it effectively eliminates the impact of GASB 68 from the
metric. In January 2016, S&P updated its rating methodology. The S&P framework is more complex than the
Moody’s scorecard but is intended to similarly provide further transparency into the rating approach. The
framework is largely quantitative and looks at a university from two primary perspectives: Enterprise Profile
and Financial Profile. S&P reviews a variety of quantitative measures within each of these categories and
creates a weighted score for each of the two profiles; the combination of these two scores then maps to an
overall rating score. The University was rated under the new methodologies in January 2017.
F Y 1 8 B u d g e t B o o k | 53
The following table and graph provide a summary of fiscal year 2006 to 2017 debt issuances and uses:
The University’s updated Comprehensive Master Plan, integrating current Academic unit strategic and financial
planning as well as cash forecasting and liquidity analyses, was approved by the BOT in March 2016. In
conjunction with the Deferred Maintenance/Century Bond Strategy approved by the BOT, this informed
revisions and refinement to our 6-year CIP.
In August 2016, the Board of Trustees (BOT) authorized the University to proceed with its FY17-FY22 Six Year
Capital Improvement Plan (CIP) which included $325.0M of additional long-term debt to be issued over the six-
year horizon (2017 to 2022). On March 1, 2017, the University issued $156.2M of tax-exempt bonds which
included $125.0M of new money anticipated in the $325.0M of additional long-term debt to be issued. The
FY19-FY24 Six Year CIP will be presented to the BOT at the June 2017 meeting.
54 | F Y 1 8 B u d g e t B o o k
Utilizing the expected cash flows and debt needs identified in the FY17-FY22 Six Year CIP, the University would
anticipate issuing additional debt of $200.0M in FY19 and FY21 in the amounts below:
Assuming debt is issued per this schedule, the University’s total debt outstanding would peak at $760.9M in
FY21. While the University’s peak outstanding debt is higher than rating medians, it should be considered in the
context of the size of its operations and financial reserves.
Annual Pro forma Debt
Debt service to operations, which measures annual debt service (the sum of the annual principal and interest
expenses payable for existing outstanding debt) as compared with the university operating budget, is the metric
used to measure the impact of an institution’s debt burden on operating expenses. The lower the percentage,
the greater the institution’s financial strength.
OHIO UNIVERSITY CAPITAL IMPROVEMENT PLAN FY 2015 - FY 2021
Fiscal Year 2015 2016 2017 2018 2019 2020 2021 Total CIP
Debt Issuance 250,000,000$ - 125,000,000$ - 125,000,000$ - 75,000,000$ 575,000,000$
F Y 1 8 B u d g e t B o o k | 55
The following chart depicts the anticipated debt service to operations ratios with our current assumptions on
additional borrowing through FY24. FY17 is calculated using projected actual results. Debt service to operations
is projected to peak at 6.8% in FY19. This is above the Aa3 public-institution median of 4.5%, but well below the
Aa3 max value of 12.1%.
Debt Service to Operations
56 | F Y 1 8 B u d g e t B o o k
Internal Bank The Treasury Management Office began developing and implementing an Internal Bank structure in fiscal year 2015 utilizing the University’s cash and investments per the graph below.
Cash and Investments
The Internal Bank structure currently has two distinct banks or funding models as follows:
1) Internal Bank model: funded with working capital reserves, operating surpluses, tax exempt bond proceeds, internal loan repayments, and investment earnings;
2) Century Bond Bank model: funded with Century Bond proceeds, investment earnings, and internal loan repayments.
The Internal Bank funding model takes a more sophisticated approach to managing University resources and debt portfolio than the University has utilized in the past. First, it decouples the University’s external and internal debt portfolios so that the interest rates paid by internal units are no longer dependent on market conditions at time of issuance. Instead, the University sets the interest rate based on the blended average cost of the institution’s overall debt portfolio which makes the interest paid on debt equitable across the University. Additionally, the model creates predictability in capital costs and working capital returns for budgeting and forecasting. Ultimately funds may be recycled internally to reduce the amount of future debt needs.
Working Capital
(Tier 1, 2 & 3 Investments)
Strategic Investment Pool
(included in working capital)
Tier 4-Diversified Pool (operating reserve) & Student Investment
Pool ($6.7M)
Quasi Endowment
Pure Endowment
Century Bond
Debt Reserve
Projected As of
June 30, 2017
$183.4M
$31.0 M
$115.3M
$52.4M
$34.6M
$218.5M
$7.1M
F Y 1 8 B u d g e t B o o k | 57
Below are the forecasted June 30, 2017 working capital (blue), and Century Bond pool (green) balances which will be discussed further in the Internal Bank and Century Bond Bank model sections:
7.2.1 Internal Bank Model
The Internal Bank’s primary use of funds will be for the University’s Capital Improvement Plan (CIP) with the
exception of deferred maintenance and energy infrastructure projects which will be funded primarily from the
Century Bond bank. The Internal Bank model inflows consist of working capital reserves, operating surpluses, tax
exempt bond proceeds, internal loan principal and interest repayments, and investment earnings. The outflows
consist of external debt service payments, internal loans issued, use of reserves, and the University’s Strategic
Opportunity Reserve.
The University’s working capital cash and investment balances approximated $281.2M as of June 30, 2016 and are forecasted at a higher balance of $329.7M at June 30, 2017 (see blue above). The higher balance is primarily due to the Series 2017A issuance which allowed for refunding of prior capital expenditures in the amount of $49.5M.
In December 2014, Capital Cities was engaged to provide short-term investment advisory services for the working capital investments of both the University and Foundation. At the October 2015 Board of Trustees meeting, the updated Cash and Pooled Investments (Non-Endowment Funds) Investment Policy Statement (“IPS”) and new tiered investment structure were approved. The IPS governs the University’s operating funds/working capital.
Pursuant to a detailed review of the University’s cash flow needs, risk tolerance, return objectives, and
investment environment among other considerations, the new investment structure was developed and
includes four liquidity tiers as follows:
Tier 1: Assets provide for short-term (less than one year) cash flow needs.
Tier 2: Assets serve as the Contingency Account (reserves to replenish Tier I if necessary)
University Working Capital, and Century Bond Pools
with Forecasted Market Values as of June 30, 2017
Short-Term Working Capital$214.4M
Tiers 1, 2 & 3
Long-Term Working Capital$108.6M
Student Investment Program$6.7M
LT Endowment Pool (Tier4)
Debt Service Reserve$7.1M
$3.3M CB Reserve Conservative Pool; $3.8M LT Endowment Pool
Century Bond Short-Term $56.4M
Century Bond Short-Term Pool
Century Bond Internal Loan Pool$0
Century Bond Long-Term Pool
Century Bond Long-Term $162.1M
Century Bond Long-Term Pool
58 | F Y 1 8 B u d g e t B o o k
Tier 3: Assets are comprised of the residual balance of the Non-Endowment Funds after both Tier I and II
cash targets have been met. Tier III (and IV if necessary) provides Tiers I & II with emergency liquidity
while also seeking to maximize risk-adjusted returns.
Tier 4: Assets are comprised of the diversified pool, which is a unitized portion of the University’s Long-
Term Endowment Investment Pool, and the Ohio University Student Investment Program funds.
Management of the assets in this tier has been delegated by the University to The Ohio University
Foundation.
The Internal Bank utilizes the Tier 1, 2 & 3 assets. Tier 4 includes the long-term working capital funds that are set
aside as an operating reserve. The graph below includes investment income on Tier 4 investments in the
amount of $6.7M.
The Internal Bank FY18 inflows and outflows are budgeted as follows:
The Internal Bank funds capital projects in advance but will be reimbursed in part by future debt issuances. The
inflows above include $72.7M of unspent Series 2017 capital project funds and the outflows include $44.0M of
projected spend against the Series 2017 project funds.
7.2.2 Century Bond Bank Model
The Century Bond Bank was created to fund energy infrastructure projects and deferred maintenance projects in
order to reduce the deferred maintenance backlog and establish a framework to move to a funded depreciation
F Y 1 8 B u d g e t B o o k | 59
model and continuously manage deferred maintenance needs over the next century. Proceeds of the bonds will
be used to make a series of internal loans for the Energy Infrastructure Projects (approx. $79.0M) and deferred
maintenance projects (approx. $160.0M in $10.0M annual tranches). As a note, the original project budget for
Lausche was $90.0M but the revised EIP project budget is $79.0M. At the May 2016 Century Bond Advisory
Committee meeting, the Committee discussed a proposal to repurpose the $11.0M excess to close the funding
gap for Phase I of the Clippinger Strategy. The Committee supported the recommendation of this funding
strategy and it was approved by the University Board of Trustees in June 2016.
The Century Bond bank inflows consist of Century Bond proceeds, investment earnings, and repayment of
internal loan principal and interest. The outflows consist of external debt service and internal loans issued.
Of the $247.3M net proceeds (net of $2.2M discount and $0.5M issuance costs), the University invested $97.3M
in highly liquid, safe investments. As of June 30, 2017 the balance is projected at $56.4M and is invested in
short-term bond funds. The remaining $150.0M is managed by the Foundation Investments Committee. Hirtle &
Callaghan, the Foundation’s Chief Investment Officer, has worked with the University to put together guidelines
related to the investment of the $150.0M. In addition to the $247.3M net proceeds, the University set aside
$7M from working capital to establish a debt reserve fund. The debt reserve fund is invested 50% in a
conservative portfolio and 50% in the University’s long-term portfolio so that it may be ultimately used to repay
the total outstanding principal in one hundred years. Rebalancing between the portfolios will occur over time in
order to protect the principal needed to repay the full principal amount and one year’s interest at maturity. This
was structured in conformance with the Guiding Principles approved by the BOT.
60 | F Y 1 8 B u d g e t B o o k
The Century Bond Bank FY18 inflows and outflows are budgeted as follows:
Internal Loans Internal loans may be approved for major equipment purchases, remodeling or new construction projects and
other approved uses. The Treasury Office has developed internal loan guidelines that define appropriate loan
usage, terms, interest rates, and structure. Internal loans are issued according to these guidelines and are
administered by Treasury Management.
7.3.1 Internal Bank Loans
The interest rate charged on internal loans was based on the blended cost of capital, including administrative
and operating fees. The rate is variable over the life of the loan but will be predetermined and fixed on the first
day of each calendar year (January) for the following fiscal year (July 1 to June 30).
The remaining balances of the loans issued prior to the internal bank implementation were re-amortized using
the blended variable rate, and the impact on principal and interest repayments in aggregate is minimal.
However, the impact on certain departments is more significant in some cases so internal loans have been
restructured on a case by case basis to date. Most of the Series 2013 bond loans were restructured. Since not all
of the existing loans have been restructured, the loans are currently separated into three categories: 1) Working
Capital Loans; 2) Bond Proceeds Loans; 3) Restructured and New Loans.
F Y 1 8 B u d g e t B o o k | 61
Principal and interest payments on internal loans will be recorded at least quarterly and funded in the following
manner:
1. Loans made directly to Planning Units. These include loans to Auxiliaries and units with direct external
revenues and specific expansion programs (i.e., HCOM Dublin, HCOM Cleveland). Principal and interest
payments on these loans are made from Planning Unit operating budgets as an operating expense.
2. Loans for execution against University CIP which do not fit into Category #1 above are paid by Central
Budgeting through recovery of depreciation costs from the RCM units directly attributed to their
facilities. Any shortfall is allocated across Planning Units via step down in the RCM model.
Following is a roll forward of existing, restructured, and new (based on active projects) loans from July 1, 2017 to
June 30, 2018:
62 | F Y 1 8 B u d g e t B o o k
Ohio University
Internal Loans
Working Capital Loans Interest Date of 7/1/2017 FY18 FY18 6/30/2018
Department Name Name of Account/Project Original Loan Rate Loan Ends Loan Balance Principal Interest Loan Balance
Internal Loans:
Airport Airport T Hangars 300,000 5.50 11/19/01 2018 19,212 19,212 387 -
WOUB Broadband Tower - Cambridge 595,200 5.50 05/31/03 2026 348,155 348,155 18,381 -
Engineering Student Training 7 Piper Warriors 1,134,000 5.50 01/12/05 2020 296,576 96,397 13,908 200,179
Central Pool WOUB Tower Lease Revenue 572,984 5.50 06/30/10 2020 205,088 64,737 11,280 140,351
International Studies Tun Abdul Razak Maplewood Res 44,317 5.50 03/01/11 2021 20,609 4,746 1,133 15,863
Total 2,646,501 889,639 533,247 45,090 356,392
Bond Proceeds Loans Date of 7/1/2017 FY18 FY18 6/30/2018 Department
Department Name Name of Account/Project Original Loan Bond Series Interest Rate Loan Ends Loan Balance Principal Interest Loan Balance Totals
Airport Airport Terminal 740,000$ Series 2001 Variable 2027 565,000$ 50,000$ 24,758$ 515,000$ 515,000$
Arts and Sciences W State St Lab - A & S 372,123 Series 2006A 3.5% to 5% 2025 269,341 28,465 12,056 240,876 240,876
Athletics Track & Turf Fields 2,089,099 Series 2006A 3.5% to 5% 2025 1,512,081 159,805 67,683 1,352,276 1,352,276
Campus Recreation Ping Rec Ctr 9,220,000 Series 2003 5% to 5.25% 2019 3,385,000 1,650,000 128,000 1,735,000
Recreation Facility 1,547,481 Series 2006A 3.5% to 5% 2025 1,120,060 118,374 50,135 1,001,686 2,736,686
Central Pool Athena Theatre 1,645,000 Series 2001 Variable 2027 1,250,000 105,000 54,915 1,145,000
Child Care Center - LL Inc. 1,740,916 Series 2006A 3.5% to 5% 2025 1,260,067 133,171 56,402 1,126,896
Child Care Center - VPFA 154,748 Series 2006A 3.5% to 5% 2025 112,006 11,837 5,014 100,169
King Air 350 1,880,000 Series 2004 2% to 5% 2020 885,000 280,000 37,250 605,000
Network Infrastructure-Phase II 6,860,000 Series 2012 2% to 5% 2023 4,390,000 665,000 152,106 3,725,000
Network Upgrade 6,185,000 Series 2009 2% to 5% 2020 2,895,000 915,000 121,875 1,980,000
Student Info Sys (SIS) 15,465,000 Series 2006A 3.5% to 5% 2020 6,735,000 2,435,000 274,225 4,300,000
College of Communication Phase 2 10,830,000 Series 2013 2% to 5% 2044 10,270,000 205,000 477,125 10,065,000
Schoonover Project 16,486,131 Series 2012 2% to 5% 2043 15,256,861 338,629 661,637 14,918,232
Lindley Hall Upfit 2,255,000 Series 2013 2% to 5% 2044 2,140,000 45,000 99,375 2,095,000
Safety Projects 935,000 Series 2012 2% to 5% 2043 865,000 20,000 37,231 845,000
Six-Year CIP Planning Fund 24,115 Series 2012 2% to 5% 2043 22,062 513 945 21,549
Tupper Hall Upfit 6,320,000 Series 2013 2% to 5% 2044 5,990,000 120,000 278,200 5,870,000
WUSOC Legal Services Relocation 200,390 Series 2012 2% to 5% 2043 185,388 4,286 7,979 181,101
31 South Court Street Relocations 3,586,404 Series 2012 2% to 5% 2043 3,317,903 76,715 142,809 3,241,188
Bromley Academic Relocations 1,715,351 Series 2012 2% to 5% 2043 1,586,929 36,692 68,304 1,550,237
Chilled Water Loop 8,665,893 Series 2006A 3.5% to 5% 2025 6,272,336 662,896 280,758 5,609,440
Chilled Water Project 5,605,000 Series 2012 2% to 5% 2043 5,190,000 115,000 226,506 5,075,000
Confr Ctr the Ridges 2,644,069 Series 2006A 3.5% to 5% 2025 1,913,766 202,258 85,663 1,711,508
Ohio Air Quality Develop Auth(2012A) 19,568,654 Series 2012A 2% to 5% 2024 12,761,483 1,778,624 212,512 10,982,859
Ohio Air Quality Develop Auth(2012B) 8,500,000 Series 2012B 2% to 5% 2028 8,500,000 - 314,500 8,500,000
Stores/Receiving Demo 255,334 Series 2006A 3.5% to 5% 2025 184,810 19,532 8,272 165,278
Track & Turf Fields - VPF&A 96,718 Series 2006A 3.5% to 5% 2025 70,004 7,398 3,133 62,605
HDL Ctr Purchase Non-Tax (2008A) 7,825,000 Series 2008A 4.17% to 5% 2034 7,540,000 300,000 352,510 7,240,000
Innov Ctr 1 (Finance) 1,179,049 Series 2001 Variable 2027 900,462 77,056 37,024 823,407
Motor Pool Facility 330,240 Series 2001 Variable 2027 250,240 20,000 11,008 230,240
W State St Lab - Jepson 521,181 Series 2006A 3.5% to 5% 2025 377,229 39,868 16,885 337,361
W State St Lab - LL Income 2,418,381 Series 2006A 3.5% to 5% 2025 1,750,414 184,994 78,351 1,565,420
WUSOC Southeast Wing Demolition 42,482 Series 2012 2% to 5% 2043 39,301 909 1,692 38,393 94,110,884
College of Medicine Columbus Campus Project 11,149,843 Series 2012 2% to 5% 2043 10,323,101 227,168 447,469 10,095,933
OUHCOM - Dublin (Columbus) 8,845,000 Series 2013 2% to 5% 2044 8,385,000 165,000 389,675 8,220,000 18,315,933
Engineering Avionics Ctr 641,661 Series 2001 Variable 2019 234,120 112,724 8,888 121,395
Engineering 98,339 Series 2003 5% to 5.25% 2019 35,880 17,276 1,362 18,605 140,000
Housing S. Grn Resi Hall (new) 19,460,000 Series 2006B 3.75% to 5% 2037 17,480,000 550,000 803,294 16,930,000 16,930,000
Lancaster Pickerington Center 2,240,000 Series 2003 5% to 5.25% 2024 1,565,000 190,000 76,425 1,375,000 1,375,000
Transportation & Parking Baker Univ Center-Parking Garage 1,255,772 Series 2004 2% to 5% 2032 1,079,270 49,885 50,115 1,029,385 1,029,385
VP of Research Innov Ctr 1 (Research) 810,111 Series 2001 Variable 2027 618,698 52,944 25,438 565,753 565,753
VP of Student Affairs Baker University Center 36,904,228 Series 2004 2% to 5% 2032 31,715,730 1,465,115 1,471,885 30,250,615 30,250,615
Total 229,308,711 181,199,541 13,637,133 7,661,392 167,562,408 167,562,408
Restructured & New Internal Loans Date of 7/1/2017 FY18 FY18 6/30/2018 Department
Department Name Name of Account/Project Original Loan Loan Type/Source Interest Rate Loan Ends Loan Balance Principal Interest Loan Balance Totals
Central Pool Clippinger Phase I 18,000,000 Construction loan 4.75% 9/1/2017 9/1/2047 18,000,000 207,773 638,802 17,792,227
Indoor Multi-Purpose Facility 5,480,000 Gift advance-interest 4.75% 7/1/2016 7/1/2020 - - 318,738 -
Indoor Multi-Purpose Facility 2,500,000 Balance after gifts 4.75% 6/5/2013 6/1/2044 2,342,587 43,929 - 2,298,658
paid by Athletics Indoor Multi-Purpose Facility NA Pepsi Pouring Rights NA (120,000) (9,502) (110,498) (120,000)
McCracken Hall Renovation 20,720,400 Series 2013, $4.2M 4.75% 4/1/2015 1/1/2045 20,063,289 352,573 946,788 19,710,716
Academic & Student Support Relocations 5,058,427 Construction loan 4.75% 7/1/2017 7/1/2047 5,058,427 58,389 179,519 5,000,038
Administrative Relocations 14,859,544 Construction loan 4.75% 7/1/2017 7/1/2047 14,859,544 171,523 527,350 14,688,021
Small House Strategy 5,000,000 Working Capital 4.75% 7/1/2017 7/1/2047 5,000,000 77,412 236,135 4,922,588
Ellis Hall Renovations 5,040,000 Construction loan 4.75% 7/1/2017 7/1/2047 5,040,000 58,176 178,865 4,981,824
Alden Library Renovations 1,340,000 Construction loan 4.75% 7/1/2017 7/1/2047 1,340,000 15,468 47,555 1,324,532 70,598,604
Airport Support King Air 350 1,295,000 Working Capital 4.75% 1/1/2016 1/1/2028 1,191,715 87,132 55,070 1,104,583 1,104,583
Athletics Indoor Multi-Purpose Facility 5,480,000 Gift Advance-principal NA 7/1/2016 7/1/2020 4,384,000 1,096,000 - 3,288,000
Indoor Multi-Purpose Facility NA Pepsi Pouring Rights NA 120,000 9,502 110,498 120,000
Peden Stadium Scoreboard 549,803 Gift bridge 4.75% 2/1/2017 2/1/2022 549,803 99,999 26,116 449,804
Sook Academic Center 3,575,000 Gift bridge 4.75% 7/1/2017 7/1/2022 3,575,000 483,953 121,658 3,091,047 6,948,851
Business CSC Renovation 3,185,000 Gift bridge 4.75% 4/1/2015 1/1/2020 1,153,307 676,543 42,850 476,764 476,764
College of Medicine OUHCOM - Cleveland 5,000,000 Operating loan 4.75% 7/1/2018 7/1/2027 - - - -
OUHCOM - Cleveland 16,400,000 Construction loan 4.75% 7/1/2017 7/1/2026 16,400,000 1,372,625 689,082 15,027,375
OUHCOM - Athens 3,997,939 Design-interest only 4.75% 7/1/2017 construcion phase 3,997,939 - 189,902 3,997,939 19,025,314
Education McCracken Hall Renovation 10,000,000 Gift advance-interest 4.75% 7/1/2016 6/1/2026 - - 475,000 - -
Engineering Multiphase Tech Corrosion Center 1,600,000 Construction loan 4.75% 6/1/2015 4/1/2025 1,337,424 140,885 61,043 1,196,539
ARC FY15 Operating Deficit 2,200,000 FY15 Operating Deficit 4.75% 7/1/2015 6/30/2025 2,100,000 133,000 - 1,967,000
ARC Integrated Learning Research 3,502,257 Construction loan 4.75% 7/2/2015 6/30/2041 3,353,313 79,819 159,282 3,273,494
Engineering Expansion 29,000,000 Construction loan 4.75% FY19 - - 6,437,034
Housing Housing Development Phase I 100,000,000 Series 2013, $85.5M 4.75% 4/1/2004 4/1/2044 96,350,094 1,806,787 4,545,070 94,543,307
Housing Development Phase II 60,000,000 Construction loan 4.75% FY21/FY22 - - - -
Jefferson Hall Renovation 25,800,000 Construction loan 4.75% 4/1/2016 4/1/2046 25,400,556 418,758 1,199,141 24,981,799 119,525,106
Real Estate Office Dublin -IEC 900,000 Working Capital 4.75% 9/1/2015 4/1/2030 326,601 18,633 15,185 307,969 307,969
Total 350,483,370 231,823,600 7,399,375 10,653,150 224,424,225 224,424,225
GRAND TOTAL 582,438,583 413,912,780 21,569,755 18,359,631 392,343,025
39,929,387 total P&I
F Y 1 8 B u d g e t B o o k | 63
7.3.2 Century Bond Loans
Century Bond loans will be issued to Central Budget, with principal and interest recovered through the funded
depreciation model as described above. The interest rate charged on the internal loans from the Century Bond
program is 5.6%, which equates to the fixed rate on the Century Bonds. An internal loan investment pool will be
used for internal loan principal and interest payments in order to separate this activity from the original
proceeds and provide for recycling of the bond funds to reduce the amount of future debt and fund the ongoing
deferred maintenance program.
Following is a roll forward of Century Bond loans from July 1, 2017 to June 30, 2018:
Ohio University
Century Bond Loans
Interest 7/1/2017 FY18 FY18 6/30/2018
Department Name Name of Account/Project Original Loan Rate Date of Loan Ends Loan Balance Additions Principal Interest Loan Balance
Internal Loans:
Central Finance Deferred Maintenance-FY15 10,000,000$ 5.59% 12/01/14 6/1/24 7,554,736$ -$ 909,185$ 409,779$ 6,645,551$
Central Finance EIP-1st Installment 30,000,000 5.59% 12/01/14 6/1/44 28,723,707 - 474,545 1,599,115 28,249,162
Central Finance Deferred Maintenance-FY16 10,000,000 5.59% 12/01/15 6/1/25 8,415,152 - 860,416 458,548 7,554,736
Central Finance EIP-2nd Installment 30,000,000 5.59% 12/01/15 6/1/45 29,172,797 - 449,090 1,624,570 28,723,707
Central Finance Deferred Maintenance-FY17 10,000,000 5.59% 12/01/16 6/1/26 9,229,415 - 814,263 504,702 8,415,152
Central Finance EIP-3rd Installment 19,000,000 5.59% 12/01/16 6/1/46 18,745,271 - 269,167 1,044,151 18,476,104
Central Finance EIP-Clippinger Phase I 11,000,000 5.59% 12/01/16 6/1/46 10,852,526 - 155,833 604,508 10,696,693
Central Finance Deferred Maintenance-FY18 10,000,000 5.59% 12/01/17 6/1/27 - 10,000,000 770,585 548,380 9,229,415
Total 130,000,000$ 112,693,604 10,000,000 4,703,084 6,793,753 117,990,520
Total P&I 11,496,837
64 | F Y 1 8 B u d g e t B o o k
F Y 1 8 B u d g e t B o o k | 65
8 Compensation
Salary and Wages
8.1.1 Total Compensation Initiatives
Creating effective total compensation plans has been identified as a strategic priority essential to retaining the
University’s extraordinary faculty and staff. Post implementation of the Compensation 2014 Project, a model to
review pay compression* and pay inversion** has been implemented.
As anticipated with the completion of the COMP 2014 project, the salary increases to the new pay grade
minimum and the implementation of a new pay structure and the associated pay administration guidelines
resulted in unintentional pay compression* and pay inversion** issues for existing employees. Beginning in
FY16, in conjunction with annual increases, a 1% funding pool equivalent to $1.1M was utilized to address these
pay compression and inversion issues for Administrative and Classified Non-Bargaining Unit employees.
FY 2017 Equity Pool Distribution
The University provided an additional 1% funding pool for FY17, equivalent to $1.2M to further address pay
compression and inversion issues. In July 2016, Planning Units received 0.5% of the equity pool for distribution
to employees identified within the equity model. Units received a proportionate dollar amount of the 0.5%,
based on the employees eligible for an equity increase within their unit. Planning Units had the discretion to
allocate those funds to employees identified as eligible, not to exceed what the model identifies as expected
compa ratio***. Employees were eligible for an equity increase if their expected compa ratio is identified as less
than their current compa ratio based on length of time in job.
The remaining 0.5% of the equity pool has been held for distribution before the end of FY 2017. These funds will
likely target employees identified within the biennial equity review. This is described in further detail later in this
section.
*Pay Compression is a situation that occurs when there is little to no difference in pay between employees regardless of
their skills or experience.
**Pay Inversion exists when starting salaries for new employees are higher than salaries for existing employees.
***Compa-ratio is the percentage obtained by dividing the actual salary paid to an employee by the midpoint of the salary
range for that position.
1) FY 2018 Merit Pool Proposal
Given our current budget environment, we are continuing with our planning assumption of no raise pools for
FY18. The exception is the second year of the compensation plan for Medical faculty, which lagged the faculty
compensation plan by two years. After multiple years of supplemental salary increases to support our
compensation investments (3 years of Faculty Comp Plan; 2 years of Staff Comp Plan), we are not in a position to
award salary increases this year. Additional analysis will be completed to measure progress towards our
compensation goals and determine a course forward for future years.
66 | F Y 1 8 B u d g e t B o o k
2) Biennial Equity Review
In accordance with the August 29, 2011 Resolution Agreement with the U.S. Department of Education, Office of
Civil Rights (OCR), the University engaged Mercer to conduct a biennial equity review of our compensation
practices. The OCR Resolution Agreement required a biennial review of administrative and non-bargaining unit
classified employees’ compensation to confirm that compensation had been determined on a non-
discriminatory basis as defined by Title IX of the Education Amendments Act of 1972 and to promptly remedy
any risks identified. Thus, the objective of the review was to enable Ohio University to manage pay differences
of administrative and classified non-bargaining employees through a process that is accurate, proactive, and
defensible and to build the foundation for a sustainable process for ongoing pay equity management. University
Human Resources involved Legal Affairs and the Office of Equity and Civil Rights Compliance as a part of the
review process. The project allows Ohio University to address compliance requirements, minimize potential
exposure, efficiently identify and rectify potential pay equity situations, and to effectively respond to potential
allegations of pay inequity. It also demonstrates our commitment to support diverse employment groups and
our philosophy to ensure nondiscriminatory pay practices.
Our compensation philosophy includes a due diligence process that reviews differences in pay across the
University, leveraging a rigorous statistical approach to ensure that compensation is determined on a non-
discriminatory basis.
F Y 1 8 B u d g e t B o o k | 67
As a result of the external review conducted for FY17, four priority areas were identified for potential
adjustments as noted below:
The term “identified risk group” refers to segments of employees with similar characteristics (Job Family, Planning
Unit, Pay Grade, etc.) that have been identified as having a higher level of pay disparity when comparing gender
and ethnicity.
After a thorough review of the above priorities, pay adjustments for FY 17 will be provided to employees
identified in priorities 1 and 3, those in equity risk categories as defined by Title IX, to bring them up to their
predicted pay level. Employees in priority 2, non-Title IX risks, will be provided an adjustment of 50% of the
difference between the employee’s current salary and their predicted pay which will address a component of
our inversion compression. Adjustments will not be provided to employees in priority 4.
3) Faculty Compensation Task Force:
This task force was established by Executive Vice President and Provost Benoit in spring 2013 and was charged
with developing recommendations to address faculty compensation. The charge to the committee was to
develop a multi-year plan to maximize our investment in faculty compensation to attract and retain talented
faculty. The committee recommendations included the following:
Establish a goal to move the average salary for tenure-track faculty to the rank of third among the four-year public universities in Ohio
Invest a proportional percentage in compensation for regional tenure-track faculty
Invest a proportional percentage in Group II faculty (non-tenure track)
Priority Priority Description Number of Employees
1Employee is a significant negative outlier
AND also part of a identified risk group12
2Employee is a significant negative outlier
but NOT part of a identified risk group33
3
Employee is NOT a significant negative
outlier but IS part of a identified risk group
and gap between predicted pay and actual
pay is >$5,000
25
4
Employee is NOT a significant negative
outlier or part of a identified risk group, but
gap between predicted pay and actual pay
is >$5,000
51
Total: 121
68 | F Y 1 8 B u d g e t B o o k
In FY15, the first year of these investments was included in the Operating Budget. This was a total investment of
$1.3M for tenure-track faculty on the Athens campus.
A 2.19% pool for regional tenure-track faculty, which was an estimated investment of $540,000.
A 2.19% pool for non-tenure-track (Group II) faculty, which was an estimated investment of $740,000 on the Athens campus and $940,000 on the Regional Campuses.
In FY16, the analysis of the investment needed to reach the goals of the plan was updated to take into account
the effect of the investments in the first year compared to the results of the other universities in the state. This
analysis showed good progress towards achieving the goal and as a result the investments needed in year 2
were implemented as follows:
$850,000 for tenure-track faculty on the Athens campus
A 1.36% pool for regional tenure-track faculty, which is roughly $325,000
A 1.36% pool for non-tenure-track (Group II) faculty on both the Athens (approximately $450,000) and Regional Campuses (approximately $575,000)
For FY17, the faculty investments were identical to those listed above for FY16 and represented the third year of
the compensation increases. The next step will be to convene a follow-up task force to analyze the results of the
compensation plan. The goal will be to develop recommendations for future plans to maximize our investment
in faculty compensation to attract and retain talented faculty.
4) Fair Labor Standards Act Regulatory Changes
On May 18th 2016, the Department of Labor (DOL) released its final regulations to increase the standard salary
level to qualify for exemption from the FLSA overtime requirements from $455 a week ($23,660/year) to $913 a
week ($47,476/year). The regulation also had an automatic threshold increase every three years to maintain the
level at the 40th percentile of the lowest wage census region. The standard “duties test” remained unchanged.
These regulations were to become effective on December 1, 2016.
Immediately upon learning of the rule changes, Ohio University moved ahead and expended significant effort to
ensure compliance with and implementation of the FLSA amendment. In preparation for the December 1
implementation date, Ohio University analyzed salaried exempt employees below the proposed threshold to
determine which employees and job families or sub-families should be converted to non-exempt status or have
their salary increased to above the new minimum in order to retain their exempt status. We also reviewed the
potential impacts on telecommuting, flexible workplace schedule policies, salary compression and converting
the newly non-exempt employees to hourly employees paid on a biweekly frequency.
The tables below summarize the estimated cost of increasing base salaries of any current exempt employee
below the new threshold to $47,476 in order to maintain exempt status.
F Y 1 8 B u d g e t B o o k | 69
In October 2016, University Human Resources sent communications to all impacted employees notifying them
of any potential changes to their FLSA exemption status and pay rate if applicable, barring any other legislative
changes that may happen prior to December 1, 2016. University Human Resources also provided two open
forums for employees, their supervisors, and anyone wanting additional information on the pending FLSA
changes.
On November 22, 2016, Judge Amos L. Mazzant II, of the United States District Court for the Eastern District of
Texas, Sherman Division, in the matter titled State of Nevada, et al. v. United States Department of Labor, et al.,
Case No. 4:16-CV-00731, granted an injunction that blocked the implementation of the Department of Labor’s
new FLSA rule amendments. Based on this judicial order, along with analyzing the financial impact of each
implementation option, Ohio University joined many other public and private institutions and agencies in
suspending implementation or taking any action based on the new FLSA amendments. Within 24 hours of the
injunction announcement, UHR promptly notified impacted employees, their supervisors, and leadership of the
intent to delay any changes until a final determination was made.
70 | F Y 1 8 B u d g e t B o o k
8.1.2 Personnel
Employee Headcount
The following tables illustrate the University’s employment trends by job category for FY13 through FY17. It is
important to note that the headcounts represent a snapshot of filled positions only, including both full-time and
part-time employees, but excluding temporary staff and group III faculty. The census is taken the same time
each year (on November 1) to provide a consistent frame of reference. Consequently, the census does not
exactly represent staffing level fluctuations throughout the year. All employee headcount figures presented
throughout the Budget Book reflect the census.
The following provides definitions of faculty job categories reference within the Employee Headcount Section:
Group I Faculty: Tenured or tenure track faculty. Eligible for the university’s full health and welfare
benefits package.
Group II Faculty: Non-tenure track adjunct faculty with annual appointments. Eligible for the
university’s full health and welfare benefits package.
Group III Faculty: Non-tenure track adjunct faculty with semester by semester appointments
(temporary assignments). Eligible for only legally required benefits.
Group IV Faculty: Non-tenure track faculty adjunct or specialty faculty. Eligible for the university’s full
health and welfare benefits package.
F Y 1 8 B u d g e t B o o k | 71
Employee Headcount by Job Category
1In FY16 over 300 administrative staff positions were converted from Group III positions to administrative positions and were
moved into our administrative job structure. These positions were not included in previous years’ headcounts. Historically,
Group III staff were defined as part time staff with appointments of less than 9 months who received only legally required
benefits (retirement, workers comp, sick leave/FMLA, and etc.), and not the university’s full health and welfare benefits
package. Transitioning this group into the administrative job structure improved the ability to track head count, salary, and
workload levels. They are now considered part-time administrators and continue to receive only legally required
benefits. Group III Faculty are not included in the headcount and salary summary data. Group III Faculty are semester by
semester adjunct faculty appointments who receive only legally required benefits.
FY13 FY14 FY15 FY16 FY17
Administrators1 1,469 1,499 1,489 1,850 1,830
AFSCME 573 581 553 584 604
Class NBU 589 581 602 632 625
Early Retiree 111 110 104 126 58
Faculty Chair/Director 56 58 53 54 56
FOP 19 21 18 21 24
Group I 808 809 807 794 828
Group II 350 375 384 413 439
Group IV 99 113 66 64 54
Total Job Category Headcount 4,074 4,147 4,076 4,538 4,518
% Increase 1.80% -1.70% 11.30% -0.40%
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
FY13 FY14 FY15 FY16 FY17
Administrators
AFSCME
Class NBU
Early Retiree
Faculty Chair/Director
FOP
Group I
Group II
Group IV
72 | F Y 1 8 B u d g e t B o o k
Salary Summary
Total Salaries by Job Category
The following salary summary table provides comparative salary information by employee categories for FY10 -
FY17, as well as the forecasted salaries for FY17 and budgeted salaries for FY18.
The $126.7M reported for 2018 for Administrators now includes part-time administrative staff positions
converted from Group III in 2016. Salary for these positions were not included in previous years’ data. Group III
Faculty salaries are not included in Faculty salary data.
Total Salaries by Planning Unit
The following salary summary table provides comparative salary information by Planning Unit for FY10 through
FY17, forecasted salaries for FY17 and budgeted salaries for FY18.
Represented in $ Millions2010
Actual
2011
Actual
2012
Actual
2013
Actual
2014
Actual
2015
Actual
2016
Actual
2017
Budget
2017
Forecast2018 Budget % Change
Faculty $111.5 $113.1 $114.6 $124.6 $124.7 $133.7 $136.4 $145.0 $144.4 $146.6 1.52%
Administrative 86.0 87.6 89.1 94.1 101.7 108.2 111.1 124.6 119.2 126.7 6.29%
Classified 45.4 44.1 43.5 43.7 45.8 48.7 54.9 54.5 54.4 54.3 -0.18%
Graduate Assistant 19.2 19.4 19.1 21.0 20.0 21.1 21.5 21.9 21.8 21.3 -2.29%
Student 14.3 14.6 15.3 16.0 16.1 17.7 18.4 16.9 17.6 18.0 2.27%
Other Payroll* 0.7 1.0 1.6 3.3 1.0 1.1 1.1 0.9 0.7 0.7 0.00%
Grand Total $277.1 $279.8 $283.2 $302.7 $309.3 $330.5 $343.4 $363.8 $358.1 $367.6 2.65%
*Other Payroll includes: Employee cash awards, allowances, including auto, broadband, cell phone, uniform, and housing
Planning Unit Represented in Millions
2010
Actual
2011
Actual
2012
Actual
2013
Actual
2014
Actual
2015
Actual
2016
Actual
2017
Budget
2017
Forecast
2018
Budget
College of Arts and Sciences $48.2 $48.8 $49.1 $52.1 $50.7 $52.6 $52.3 $55.5 $55.1 $55.4
College of Business 10.7 11.3 12.0 14.5 15.6 16.5 17.6 19.8 20.2 20.8
Scripps College of Communication 13.7 13.0 12.4 12.6 13.2 14.0 14.2 15.3 14.9 14.7
Patton College of Education 8.9 10.9 10.8 11.0 10.5 11.9 12.3 13.4 13.0 13.4
Russ College of Engineering 19.2 19.9 20.0 21.0 20.8 23.1 24.3 23.9 23.3 22.4
College of Fine Arts 11.1 11.1 10.9 11.5 11.4 11.8 12.0 12.6 12.8 13.1
College of Health Sciences & Professions 12.1 9.9 11.3 13.6 15.6 17.9 19.1 21.2 20.6 21.4
University College 2.2 2.3 2.6 2.8 3.4 3.9 4.1 4.2 4.2 4.0
Global Affairs & International Studies 2.4 2.6 2.5 2.7 2.7 2.7 2.7 2.7 3.1 2.6
Honors Tutorial College 0.4 0.4 0.4 0.7 0.8 0.8 0.9 0.7 0.8 0.8
Voinovich School 4.1 4.6 4.7 5.1 5.1 5.1 5.9 6.8 6.8 7.4
Heritage College of Osteopathic Medicine 17.6 17.8 18.7 20.6 22.4 26.4 29.1 32.6 30.8 33.9
Regional Campuses 33.5 35.1 34.5 35.2 34.9 35.2 33.9 34.0 33.5 32.9
Intercollegiate Athletics 5.3 5.2 5.7 6.4 6.6 6.8 7.1 7.5 7.4 7.4
Advancement 3.6 3.6 4.2 4.3 4.6 4.9 5.3 6.0 5.4 6.3
Culinary Services 10.3 10.6 10.4 10.8 11.3 12.1 13.6 14.1 14.2 14.6
Housing & Residence Life 2.7 2.9 3.0 3.0 2.7 2.9 3.7 4.2 3.9 4.4
Library 4.9 4.4 4.2 4.2 4.3 4.4 4.6 5.0 4.6 5.0
Office of Information Technology 8.8 8.9 10.2 10.7 11.3 12.6 12.8 14.0 13.4 14.2
President 3.6 3.8 3.4 3.2 3.5 4.0 4.4 5.2 5.0 5.1
Provost 11.5 11.5 12.2 14.8 13.2 13.0 13.9 12.2 12.8 13.6
Student Affairs 7.3 6.1 6.1 6.4 7.2 7.9 7.8 8.1 8.3 8.8
Research 4.1 4.2 4.2 4.3 4.4 4.5 4.9 5.0 4.6 5.2
Finance and Administration 30.7 30.7 29.6 30.8 33.2 35.2 36.8 39.2 38.4 38.5
Other 0.2 0.2 0.1 0.4 -0.1 0.3 0.1 0.9 1.0 1.7
Grand Total $277.1 $279.8 $283.2 $302.7 $309.3 $330.5 $343.4 $363.8 $358.1 $367.6
F Y 1 8 B u d g e t B o o k | 73
Benefits Expense
8.2.1 FY16 Benefits Expenses
The University provides a comprehensive benefits program to faculty and staff as part of their total
compensation package. Benefits for 2016 were roughly $107.9M and are grouped in the following categories:
Retirement: the University contributions to OPERS, STRS, and the Alternative Retirement Plan for
faculty, staff, and students.
Health and welfare: health, vision, dental, life and disability insurances, etc. for faculty and staff.
Mandated: legally required benefits including workers compensation, Medicare, unemployment, and
occupational health.
Educational Benefits: For faculty, staff, retirees, and their dependents.
PTO Retirement Pay Out: sick pay out (mandated by State law) and vacation pay out at retirement.
Miscellaneous: Child care center support, parental leave, AFSCME contract related costs, and relocation
expenses.
Figures presented in Section 8.2.1 represent actual benefits paid and may vary from the financial statement view
based on accruals and financial statement adjustments.
Major benefit categories as a percent of total costs for FY11–FY16:
Retirement contributions and health and welfare benefits consistently account for roughly 84% of overall
benefits costs. Educational benefits and mandated benefits represent approximately 13% of costs with the
remaining benefits all under 3%.
74 | F Y 1 8 B u d g e t B o o k
Benefits Expenses Growth by Fiscal Year
Health and Welfare Benefits include health, vision, dental, life, and disability insurance and related expenses.
After remaining flat for FY15, total health and welfare benefits costs increased by 10.7% in FY16. The main
drivers were a significant increase in high cost claimants (claims over $50,000) and a 3.8% growth in covered
lives.
The university is self-insured for medical and dental insurance and contracts with Anthem Blue Cross and Blue
Shield and Express Scripts for Third Party Administration (TPA) services. The major factors that drive health care
costs for the university are employee count and family size, increases in utilization (especially variation in claims
in excess of $50,000), and price for care (medical CPI).
Health and Welfare Benefits Focus
Legend:
Health/Dental Claims: Claims reported for health and dental plans
Fees and Other Insurance: Insurance company administrative fees, life insurance, disability insurance, employee assistance program, HMO (Eastern
Campus), wellness programs.
Employee Contributions: Employee premiums for medical plans, dental plans, COBRA, and life insurance plans.
8.2.2 Benefits Advisory Council Update:
The Benefits Advisory Council continues work on its charge of analyzing and making recommendations related to
University benefit plan designs in conformance with the guiding principles and strategies set by the Total
Compensation Committee under the direction of the President.
Represented in millions FY11 FY12 FY13 FY14 FY15 FY16
Health and Welfare 39.6$ 37.8$ 40.1$ 43.2$ 42.9$ 47.5$
Retirement 34.8 35 36.8 38.1 41.2 43
Mandated 5.6 6 6.7 6.4 5.9 5.8
Educational Benefit 6.5 6.6 6.7 7.2 7.9 8.3
PTO Retirement Pay Out 1.4 2.7 2.1 1.4 1.9 1.9
Miscellaneous 0.7 0.8 1.1 1.5 1.2 1.4
Total 88.6$ 88.9$ 93.5$ 97.8$ 101.0$ 107.9$
% Growth 1.4% 0.3% 5.2% 4.6% 3.3% 6.8%
Health/Dental Claims $41.10 $43.40 $45.80 $46.40 $51.80 $56.50 $61.60
Fees and Other Insurance 4.4 4.5 5.3 6.2 6.6 6.3 6.8
Employee Contributions -7.8 -7.8 -7.9 -9.7 -10.9 -11.7 -13
Total University Cost $37.70 $40.10 $43.20 $42.90 $47.50 $51.10 $55.40
% Growth -4.50% 6.20% 7.70% -0.70% 10.70% 7.60% 8.40%
FY17
Projection
FY18
ProjectionRepresented in Millions FY12 FY13 FY14 FY15 FY16
F Y 1 8 B u d g e t B o o k | 75
The committee recently recommended the following:
1. Implement the BAC’s original PPO premium and cost sharing changes scheduled for Fiscal Year 2018.
(See chart below):
Changes to the Anthem PPO plan’s premiums, deductible, and co-insurance maximum are scheduled for July 1,
2017.
The changes were first recommended in winter 2015 as part of a three year plan to reduce university benefit
costs. The BAC recommended the changes to the deductible, co-insurance maximum, and employee premiums
scheduled for FY18 be implemented as originally planned. As noted in the chart, the co-insurance percent,
office visit copays, and prescriptions drug copays will not change.
Regarding employee premiums, the percent of the overall premium paid by employees for single plans remains
unchanged at 15%. The percent paid by employees for single+1 dependent plans increased by 0.5% and by 1%
for family plans. The change in the percent paid by employees results in monthly premium increases of $2-$4
per month for single plans and $20-$40 per month for family plans, depending on an employee’s salary level.
2. Implement the Express Script Advanced Utilization Management Program.
The Advanced Utilization Management Program includes Drug Quantity Management, Step Therapy, and Prior
Authorization. These programs require additional information from a prescribing physician in order for certain
prescriptions to be covered and paid for by the university’s health plan.
These programs are being implemented to help control rising health care costs while allowing employees and
family members access to effective medications.
3. Discontinue the HMO medical plan option at the Eastern Campus
Faculty and staff at the Ohio University Eastern Campus have historically had the ability to choose between an
HMO medical plan and the Anthem PPO option available to all other campuses. The Anthem PPO plan’s ability
to provide adequate access to health care providers in the Eastern Campus region, a desire to streamline
benefits offering across all campuses and create operational efficiencies, and projected plan savings were the
major factors influencing this recommendation.
4. Increase the maximum benefit of the university’s Long Term Disability Plan
The maximum monthly benefit of the university Long Term Disability (LTD) plan will increase from 60% of
earnings to a maximum of $6,000 per month to 60% of earnings to a maximum of $20,000 per month. The LTD
maximum of $6,000 per month had not been changed in several decades, resulting in over 200 faculty and staff
not being able to receive the intended benefit of 60% of earnings.
5. Conduct Dependent Eligibility Verification
Conduct a dependent eligibility verification to ensure all employees and dependents covered by the university’s
benefit plans meet eligibility rules. A dependent eligibility confirmation will require all faculty and staff to
provide documentation that a dependent meets eligibility rules. Documentation typically includes items such as
76 | F Y 1 8 B u d g e t B o o k
birth certificates, marriage license, domestic partnership affidavits, adoption agreements, and etc. Individuals
who do not meet eligibility guidelines or for whom proof of dependent status is not provided may be dropped
from coverage under the university’s health plans. The dependent eligibility verification is tentatively scheduled
to be conducted in the Fall of 2017.
Three Year PPO Plan Premium and Plan Design Strategy
Cost Avoidance Impact of Healthcare Changes
Affordable Care Act
The University continues to comply with Affordable Care Act regulations regarding minimum essential coverage,
minimum value/cost, and employee eligibility.
ACA Measurement Period Ending March 31, 2017
In FY17, the University tracked 12,648 variable hour employees with 14 qualifying for health care by averaging
greater than 30 hours per week during the measurement period as detailed below.
Variable Hour Employee Tracking ACA Qualifiers and Dispensation1
Category Employees Tracked Employees Deemed Full Time* 14
Administrator
417
# offered coverage and remained in a part-time status**
3
Classified 51 # Not re-employed 87
Faculty 1,363 *Deemed full-time as defined by ACA
Student 10,817
Total 12,648
1 In addition to the ACA qualifiers listed above, there were 2 employees whose qualifying hours had not yet been
determined and 1 employee who was offered but waived coverage.
Options FY15 FY16 FY17 FY18
Plan Change Plan Change Plan Change
Deductible $200/400 $400/800 $450/900 $500/1000
Co-Insurance Maximum $1000/2000 $1500/3000 $1750/3500 $2000/4000
Co-Insurance % 90.00% 85.00% 80.00%
Office Visit Copays $20 $25
Rx Retail Copays $10/$20/$30 $20/$30/$40
Rx Mail Copays $15/$30/$45 $25/$35/$55
Employee Premium %
Single – Single+1 - Family15%-15%-15% 15%-16%-17% 15%-17%-19% 15%-17.5%-20%
FY16 FY17 FY18
Annual Plan Changes 2.5$ 1.1$ 0.6$
Rx Management 0.7$
Prior 2.5$ 3.6$
Cumulative Total 2.5$ 3.6$ 4.9$
F Y 1 8 B u d g e t B o o k | 77
8.2.3 Educational Benefits
The University provides educational benefits to faculty, staff, retirees, and their dependents as follows:
Full Time Faculty and Staff: 100% of the instructional fee and 100% of non-residency fee, if applicable.
Part Time Benefits Eligible Faculty and Staff: Employees with FTE of 0.67 or greater: 100% of the
instructional fee and 100% of non-residency fee, if applicable.
Employees with FTE less than 0.67: FTE % of instructional fee and non-residency fee, if applicable.
Full Time AFSCME union employees receive 100% of the instructional fee and non-residency fee, if
applicable. Part-Time AFSCME union employees receive 50% of the instructional fee and non-residency
fee, if applicable.
8.2.4 Mandated Benefits
Workers Compensation is funded via a charge to Planning Units based on gross wages as follows:
Operating: $0.00739
Dining: $0.03335
Medicare is funded via a charge of $0.0145 per gross wages to Planning Units.
Unemployment is billed to the University by the State of Ohio with charges based on each individual claim.
As of January 1, 2013 the University is self-insured for worker’s compensation. Although the intent was to
reduce costs through more effective claims management and reduction of administrative fees to the state, we
are still required to pay administrative fees on trailing claims/liabilities from pre-2013, under the current Ohio
Revised Code.
8.2.5 Retirement Contributions
In March 2017 both OPERS and STRS announced changes to the mitigating rate for the Alternative Retirement
Plan (ARP) and defined contribution plans.
Recently, House Bill 520 established in Ohio law a formula for calculating the percentage of an ARP participant’s
compensation, funded by the employer contributions, which must be paid to OPERS and STRS by a college or
university. It requires an OPERS and STRS independent actuary, not the Ohio Retirement Study Council, to
perform the calculation every five years after an experience study. H.B. 520 caps the ARP mitigating rate at 4.5%
for all Ohio retirement systems.
The Ohio General Assembly established the Alternative Retirement Plan (ARP) in 1998. The ARP allowed any
new full-time faculty and staff member, as well as any existing full time faculty and staff member with less than
5 years’ service in 1998, to opt out of the OPERS and STRS pension plans and participate in a defined
contribution plan with third party vendors such as TIAA-CREF and Voya. The law creating the ARP also
established a “mitigating rate” to recognize the impact of allowing a portion of eligible university employees
required to participate in OPERS and STRS to voluntarily select an ARP. It is designed to offset the negative
impact resulting from the exclusion of this population from OPERS and STRS membership.
78 | F Y 1 8 B u d g e t B o o k
The mitigating rate is funded from the employer contributions for each employee participating in an ARP. This
rate is assessed from the employer contribution for each employee participating in an alternative retirement
plan, with such funds being directed to OPERS and STRS instead of the employee’s ARP account.
OPERS announced the mitigating rate for Alternative Retirement Plan (ARP) participants will increase from
0.77% to 2.44% effective July 1, 2017.
As a result of this increase, contributions to the ARP plan for Administrators, Classified Staff, and AFSCME
members will decrease by 1.67%.
OPERS has also announced changes to the mitigating rate for the OPERS Defined Contribution and Combined
Plans will be made in 2018 and 2019. See the below chart for details.
Contributions Alternative Retirement Plan
OPERS Plans
Defined Benefit Defined Contribution Combined
Current July 1, 2017 Current July 1, 2017 Current July 1, 2017 Current July 1, 2017
Employee Contribution 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
University Contribution 13.23% 11.56% 14.00% 14.00% 12.50%* 12.50%* 12.50%* 12.50%*
Total Contribution to Employee Plan
23.23% 21.56% 24.00% 24.00% 22.50% 22.50% 22.50% 22.50%
University Mitigating Rate Contribution to STRS
0.77% 2.44% 0.00% 0.00% 1.50%** 1.50%** 1.50%** 1.50%**
*For the OPERS Defined Contribution Plan, a portion of the university contribution is credited to a Retiree Medical Account as specified in the plan document and OPERS rules. ** The mitigating rate for the OPERS Defined Contribution Plan and OPERS Combined Plan is scheduled to increase to 2.00% in 2018 and 2.44% in 2019.
STRS announced the mitigating rate for Alternative Retirement Plan (ARP) and STRS Defined Contribution Plan
(STRS-DC) will decrease from 4.5% to 4.47% effective July 1, 2017.
The mitigating rate reflects university contributions that are directed to STRS instead of the ARP or STRS-DC in
order to offset the negative impact to STRS funding liabilities created by the existence of the ARP and STRS-DC.
As a result of this decrease, contributions to the ARP and STRS-DC for Faculty members will increase by 0.03%.
See chart below.
Contributions Alternative Retirement Plan
STRS Plans
Defined Benefit Defined Contribution Combined
Current July 1, 2017 Current July 1, 2017 Current July 1, 2017 Current July 1, 2017
Employee Contribution 14.00% 14.00% 14.00% 14.00% 14.00% 14.00% 14.00% 14.00%
University Contribution 9.50% 9.53% 14.00% 14.00% 9.50% 9.53% 14.00% 14.00%
Total Contribution to Employee Plan
23.50% 23.53% 28.00% 23.50% 23.53% 28.00% 28.00%
University Mitigating Rate Contribution to STRS
4.50% 4.47% 0.00% 0.00% 4.50% 4.47% 0.00% 0.00%
F Y 1 8 B u d g e t B o o k | 79
9 Capital Improvement Plan & Deferred Maintenance
Comprehensive Master Plan Update Each year Ohio University engages upon a collaborative process to review and prioritize the capital needs across
the institution. This includes a review of annual and biennium needs within a six-year context and looks at all
available fund sources collectively. In odd years, we are also preparing priorities for the State Capital
Appropriation Submission.
The plan is developed with an eye towards projects that balance investments in deferred maintenance with
strategic and programmatic capital investment including:
A focus on addressing basic functional issues such as roofs, water, HVAC, etc.;
Creating environments that fulfill the promises we make to students about being a transformative learning environment.
The following describes the process that has been undertaken to finalize the FY18 annual and FY19-FY24 Six Year
Capital Improvement Plan (CIP) Update for approval in June, 2017.
WHERE WE HAVE BEEN
The last six-year CIP update (FY17-FY22) and annual plan (FY17) were submitted in August 2016. These included
a comprehensive look at the projects the University would like to move forward with, should funding be
affordable.
The University has made significant investment in projects to address deferred and facility maintenance, both
planned and unplanned. The Century Bond funding, now in its fourth year, as well as FY17-FY18 State
Appropriations have enabled reductions in the university’s deferred maintenance backlog. Several investments
were also made in major capital, providing programmatic impact, and in utility projects prioritized from the
Utility Master Plan.
FY17-FY18 Major Projects: The FY17 annual plan, approved by the board in August 2016, provided the
guiding plan for the work that has taken place over the past year. In FY17, there were 253 total projects, 82 of
which were over $0.5M, and 171 under $0.5M. These includes projects that are currently in design or under
construction.
The University completed 82 large projects (>=$0.5M) between June 2016 and June 2017 totaling over $321.0M
on the Athens, regional and satellite campuses. The University also completed 171 small projects (<$0.5M)
totaling about $23.9M during the same time period for a total of 253 projects. Examples:
The College of Education completed the renovation and addition to McCracken Hall
Jefferson Market
Seigfred Hall Phase 1: Roof and Windows
Campus Roof Repairs: Alden and Clippinger
Utility Projects such as annual campus steam repair
Programming and design of several major facilities: Clippinger, Ellis, Seigfred, Alden Library, Lin Hall HVAC
80 | F Y 1 8 B u d g e t B o o k
The Process for Updating the Annual Plan & Six-Year CIP FOUNDATION OF PLANNING
Over the past biennium, the University has integrated several planning processes to provide visioning, data
driven decision making, and resource planning to support capital project prioritization and validation. These
efforts provide the foundation for project inclusion in the updated Six Year CIP.
Campus Comprehensive Master Plan 2016: Completed and approved March 2016
The Comprehensive Master Plan provides a long-term vision with a look at near term needs to provide guidance
for the execution of OHIO’s CIP and related capital investments. It ensures that the construction and placement
of buildings, utilities, transportation, and other infrastructure components support the University’s mission and
academic plans. These projects often involve a multi-year implementation process that is reliant upon swing
space, funding feasibility, relocations, or expanding a unit’s current footprint.
Utility Master Plan and Investments: Completed and request for approval June 2017
While the Comprehensive Master Plan guides the visible environment, the Utility Master Plan provides the
framework for the unseen infrastructure that is key in making the system work. The Utility Master Plan effort
provides the basis for the investment and prioritization of infrastructure investments on the campus.
In June 2014, the BOT approved an Energy Infrastructure Project (EIP) initiative, which consisted of a series of
projects with an estimated total cost of $79.0M. This initiative includes the development of a utility master plan,
intended to provide the Ohio University (OU) campus in Athens, Ohio with a long range vision for efficient and
reliable utility generation and delivery, as well as effective energy conservation measures. The master plan
outlines a strategy to provide the capacity to serve needs identified in the master plan as well as to provide
service to buildings not currently on central plant.
Building Condition Assessments: Database completed December 2016, continuous updating
In December of 2015 Ohio University took a deeper dive into building condition understanding. OHIO
contracted with a third party company to conduct facility condition assessment surveys for facilities on the
Athens and Regional campuses to identify levels of deferred maintenance with intent of informing deferred
maintenance priorities and tracking the impact of funding decisions on the deferred maintenance backlog.
Facility condition assessment surveys are periodic inspections of buildings (property, plant, and equipment) to
determine condition and estimated cost to correct any deficiencies. The third party assessments were
completed during the spring of 2016 and the results inform prioritization of the University's capital
improvement plan; enable the University to track the overall deferred maintenance backlog; and analyze the
impact funding decisions are having on the age profile and condition of campus buildings.
To keep the data current, Ohio University utilizes an in-house team, directed by the AVP of Facilities
Management and the AVP of Architectural Design and Construction, to assess 20% of the facility inventory on an
annual basis to ensure that deferred maintenance data is current.
F Y 1 8 B u d g e t B o o k | 81
Debt and Resource Planning
Debt is a limited resource available to the University to finance facility and infrastructure projects. The
University has been leveraging external debt to fund capital improvements and currently has an estimated
$50.0-$100.0M debt capacity at its current Aa3 rating level or $150.0-$200.0M at a lower A1 rating level.
Affordability is evaluated annually to determine the amount of debt that can be used to fund capital projects.
The University’s Treasury Management office actively manages liquidity, the Internal Bank, Century Bond
program, debt compliance and reporting, annual analysis and market timing. See Section 7 for details regarding
Treasury and Debt Management.
Centralizing Project Information:
The University built a Capital Improvement Plan Database which provides a central resource to review all
attributes of the capital projects from past inclusion in capital plans to future requests to be in the capital plan.
This database will support ability to create reports enabling a comprehensive view. With several academic and
administrative units across the campus each with different capital needs, the database provides the University
with a tool to understand the collective University capital program.
CAPITAL PLAN PRIORITIZATION PRINCIPLES:
The University utilizes the following principles to guide prioritization efforts.
Mission Impact of the Project
Projects that impact greater numbers of students and faculty as well as their ability to conduct core academic functions should have higher priority.
Projects that address situations where the core academic functions are diminished or interrupted by the condition or configuration of space should be prioritized based on the level of disruption.
Projects enabling new academic activities of strategic University importance should have higher priority.
Facility Characteristics
Projects that are needed to prevent the loss of a facility should have priority depending on the strategic importance of that facility in supporting the core operations of the University.
Facilities with greater age and poorer condition should be given priority depending on the strategic importance of that facility in supporting the core operations of the University.
Project Funding Plan
Projects fully funded by Planning Unit resources or gifts are included so long as other critical operations are not negatively impacted.
Projects requiring access to bridge funding are further constrained by the ability of the planning unit to repay funding with interest.
Projects requiring debt are even further constrained by the debt capacity of the University and the ability of the budget to hand the debt service payments.
82 | F Y 1 8 B u d g e t B o o k
CIP Process Overview
With the results of the planning efforts described above coming in at different intervals and with specific timing
requirements from the State to submit biennium capital plan projects, the effort to update the Six Year CIP has
been a multi-step process with each step building on the previous.
Updating the CIP is a collaborative process, which begins in the fall where meetings with leadership from every
unit across the campus are held to review the past, current, and anticipated future capital needs. The feedback
from these discussions includes the unit’s prioritization for future needs and is analyzed, filtered, and reviewed
for capacity, affordability, and project timing by the Capital Planning Team. Upon a unit’s submission of their
capital priorities, a number of steps are taken for a project to be included in the updated six year CIP including
deferred maintenance prioritization, programmatic impact, funding affordability, debt capacity, and swing space
availability. A series of meetings throughout the year include vetting and feedback from each unit as well as with
groups such as Facilities Planning and Advisory Council (FPAC) and Academic Leadership (Deans). The Capital
Funding and Priorities Committee (CFPC) reviews the CIP throughout the process and approves prior to
submission to the Board of Trustees for final approval.
F Y 1 8 B u d g e t B o o k | 83
The FY18 Annual Capital Plan
The annual plan for the University provides a near term look at projects anticipated to move forward over the
next year. The total amount requesting to be approved for the FY18 Annual Plan is $189M from all funding
sources and includes projects such as:
Academic and Programmatic upgrades such as Clippinger, HCOM Ph 1, Administrative Relocations,
and Russ Research Opportunity Center
Building Systems & Infrastructure projects primarily investing in building envelope and small
deferred maintenance improvements
University Initiatives: Small House, Park Place, Classroom, & Safety Projects
Transportation and Parking capital investments
Utility System Upgrades: Steam, Chilled Water, & Electric
Regional campus small and large facilities and infrastructure improvements
Airport Infrastructure Improvements
Housing small and large facilities and infrastructure improvements
Dining Facility refreshes and equipment
THE FY19-FY20 STATE CAPITAL SUBMISSION ($28.1M)
The State of Ohio funds capital projects and renewals on a biennial basis (opposite year of state operating
budget) and requests submissions from both Institutional and Non-Institutional agencies each Fall of odd years.
The State will request the University’s FY19-FY24 Six year State Capital Project plan for the FY19-FY20 biennium
in the Fall of 2017. Utilizing data from the deferred maintenance assessment effort and strategies from the
Comprehensive Master Plan, priorities for the State Capital Appropriation and Century Bond Funding were
made. In October 2015, the University provided an overview to the Board of Trustees of the anticipated
84 | F Y 1 8 B u d g e t B o o k
submission to the State. With the Board’s approval of the request intention, the University fine-tuned and
submitted the request.
Ohio University’s submission continued with the strategy to utilize anticipated state appropriations to keep up
our newer general fund buildings and tackle deferred maintenance projects associated with our older general
fund buildings. With the implementation of the Century Bond Deferred Maintenance Program, we were able to
leverage both fund sources to provide maximum impact on our facilities and reduce potential delays to start
projects by utilizing the Century Bond funding for the first phase of the projects while waiting on State approval
for the residual.
Highlights of the Proposed FY19-FY20 State Capital Submission ($28.1M) and Century Bond Funding ($20M;
$10M per year)
The biennial allocation from the State of Ohio (FY19/FY20) is anticipated to be $23.4M for projects on the
Athens campus and $4.7M for the Regional Campuses. The following includes a summary of projects within the
allocations.
HVAC Upgrades ($5.3M): HVAC upgrades to Glidden, Morton & Stocker.
Exterior Masonry Repairs ($1.4M): Masonry Repairs to various building across Athens Campus.
Clippinger Renovation Strategy Phase II ($26.7M): 189,000 GSF facility constructed in 1967 is home
to Chemistry & Biochemistry, Geography, Geological Sciences, and Physics & Astronomy. These
programs not only serve Arts and Sciences students, but support programs with several other
colleges. To address significant issues with the Clippinger Facility, a multi-phase strategy that will
provide modern flexible teaching spaces, swing space, and building renovation has been proposed
and approved through the Comprehensive Master Plan process. Funds identified in the FY17-FY18
state appropriation provides an addition to Clippinger. The FY19-FY20 phase 2 project begins
renovating Clippinger Hall.
College of Fine Arts Space Renewal ($7.0M): Several facilities within the CoFA profile are in need of
upgrades. The college is currently reviewing priorities within several facilities and will align the
dollars to resolve deferred maintenance and accreditation issues.
HCOM Phase I Utilities ($4.4M): The Heritage College of Medicine is proceeding with a phase 1 new
construction to upgrade academic space and creating a new green on Union Street. Utilities
investment will enable the college to provide central plant capacity to the area as well as to the
Engineering research facility.
Emergency Fund ($1.5M): This fund provides a mechanism to respond to and correct emergency
maintenance items in excess of $500K that are urgent in nature for which a delay in project approval
poses an immediate threat to life, property or research. The Capital Funding and Priorities
Committee’s approval is required for use of these funds and the fund source is Century Bond
Allocation.
ADA Fund ($0.5M): In addition to project by project improvements on accessibility across the
campus, the University sets aside $500K each biennium to address specific accessibility projects. An
accessibility committee reviews campus accessibility needs and prioritizes on an annual basis.
F Y 1 8 B u d g e t B o o k | 85
Regionals: Anticipated amount of appropriations for FY19-FY20 to be received for Regional
Campuses is $4.7M for the biennium to address deferred maintenance and facility renewal as
follows:
o Chillicothe: $1.0M for updates to Bennet Hall, repairs of building envelop for other campus facilities and elevator upgrades;
o Eastern: $0.8M for renewals for HPEC, Shannon Hall, parking lots and signage; o Lancaster: $0.9M for renewals to Brasee Hall, Herold Hall and roads and sidewalks; o Southern: $0.9M for energy efficiency improvements, ADA remediation, Life Safety and
Security improvements and parking lot upgrades; o Zanesville: $1.1M for Herrold Hall renovations.
Status: Ohio University is fully prepared to submit our capital plan when the State sends guidelines.
Next Steps: Refine plan per state guidelines and work through the State process for allocations.
CIP ORGANIZATION AND FRAMEWORK
The CIP is organized in the following categories:
Academic/Programmatic Renewal
Building Systems & Infrastructure
University Initiatives
Utility System Upgrades
Regional Campus Projects
Auxiliaries
OIT Projects
Annual and Six Year Capital Improvement Plan Spreadsheet The following spreadsheet is the product of the above planning processes and reflects the current status of the
Annual and Six Year CIP where decisions have been made and includes references for projects that have not yet
been prioritized and are undergoing financial affordability and capacity analysis.
Spreadsheet definitions and orientation:
Organization:
Classification & Project: Groups projects in specific classifications such as project type or initiating
group.
Project Totals: Total expected project costs organized to provide collective totals for 3 periods: Projects
in Progress, FY18 Annual, FY19-FY24 Six Year CIP
Deferred Maintenance: Identifies the dollar impact of deferred maintenance backlog the project is
anticipated to address or has addressed
Fund Sources:
Internal Bank: University’s primary source of funding for the CIP is based on leveraging working capital; Internal Bank is capitalized from working capital resources, non-endowed investment returns, debt proceeds, reimbursement, and internal debt service.
86 | F Y 1 8 B u d g e t B o o k
Century Bond Funding: 100 year taxable bond funding; use governed by bond regulations and BOT
Guiding Principles; rate of spend and investment focused exclusively on deferred maintenance impact.
Grants/Gifts: External resources committed towards supporting capital projects. Bridge funding may be
necessary to support the timing of gift receipts
State Appropriation: Funding received or expected to be received by the State of Ohio for capital
construction projects, including re-appropriations
Working Capital: Departmental or Central reserves generated from unrestricted resources
Capital Expenditures Forecast:
Every project presented in the six year FY19-FY24 CIP includes a capital
expenditure forecast which presents the estimated fiscal year expenses will be incurred.
Past Expenditures: Any expenditure for a capital project that was incurred prior to FY18
FY18: Expenditures forecasted to be incurred during FY18
FY19-FY24: Expenditures forecasted to be incurred during the FY19-FY24 timeframe
F Y 1 8 B u d g e t B o o k | 87
An
nu
al
an
d S
ix Y
ea
r C
ap
ita
l Im
pro
ve
me
nt
Pla
n
Sp
rea
dsh
ee
ts
F Y 1 8 B u d g e t B o o k | 88
F Y 1 8 B u d g e t B o o k | 89
10 Strategic Opportunity Reserve
With an eye toward growth and sustainability for future goals, the University introduced the concept of a
Strategic Opportunity Reserve in FY12 (formerly referred to as $100M Investment Strategy). The Strategic
Opportunity Reserve targets areas of investment that will help preserve the quality of the institution, while
maintaining a strong financial position. This approach is achievable through the use of unbudgeted
resources and focuses on positioning the University for future success during a period in which the
sustainability of the Higher Education Business Model is being questioned.
Funding Sources Resources to support this Strategic Opportunity Reserve come largely from unallocated University
resources. The University budgets to allocate only 98% of SSI and Athens UG tuition revenues. The 2%
conservatism is used as a buffer against in-year variability, and funds the Strategic Opportunity Reserve only
when it is earned.
Investment returns on working capital of $4.5M are not budgeted in the operating budget but used to fund
the Strategic Opportunity Reserve. Investments returns are not budgeted as an operating revenue, but
rather used to capitalize the Internal Bank. This reduces institutional sensitivity and risk associated with
economic downturns or investment portfolio losses, similar to the events in 2008.
The balance of the Strategic Opportunity Reserve is estimated to be $31.0M at June 30, 2017.
FY18 Areas of Investment
10.2.1 Endowed Scholarships
This area of investment will ensure the University can make substantive, long-term investments in student
scholarships. The scholarships include both need-based and merit-based Student Financial Aid that will help
address student affordability concerns and the University’s ability to recruit top quality students. The goal is
to increase the endowment by $75.0M through incentivizing a $50.0M fundraising goal with $25.0M match
commitment on funds raised (the University will provide $0.50 for every dollar committed to eligible
scholarship endowments). If the $75.0M goal is met, the annual endowment distribution will support
Student Financial Aid. Matching funding from the Strategic Opportunity Reserve is made as cash is received
on respective donor-funded commitments.
In the financial projection below (Section 10.3), Endowed Scholarships are grouped with Student Success
and Programs. Section 4.3.2 provides additional detail about the OHIO Match endowed scholarship
program.
10.2.2 Engineering Start-Up
Investments in the Russ College of Engineering will provide start-up costs for new research faculty who were
recently recruited to Ohio University. Strategic Opportunity Reserve will provide partial funding for the
Engineering budgets annually for this expense; so this is one-time supplemental funding to assist with the
extraordinary number of new hires following early retirements in the college.
90 | F Y 1 8 B u d g e t B o o k
10.2.3 Funding for Budget Volatility
In FY18, University Leadership proposes the use of $3.8 M in Strategic Opportunity Reserve funding to alleviate
the declining enrollments and tuition constraints that were realized after the Spring FY18 budget submissions.
The goal of this investment will be to provide Academic Units funding to strategically realign their expenses as
they plan for the future.
10.2.4 RHE Business Model
Investments in the Regional Higher Education Budget Model will provide funding that allows Ohio University to
reimagine the role of Regional Campuses given dynamic changes in student enrollments and the state’s
emphasis on increasing post-secondary enrollments, known as College Credit Plus.
10.2.5 Academic and Research Programs
Investments are targeted towards the initiation of new academic programs within colleges that are economically
viable and can create net resources to support college priorities. This represents investment capital for colleges
to pursue new opportunities, and is an important incentive for colleges within RCM. The Innovation Strategy will
provide proposal-driven investments for the full spectrum of the University’s activities – including teaching and
learning, research and scholarship, creative activity, and the operational functions of the University. It also aims
to incentivize and leverage interdisciplinary and multi-college collaboration.
The first Innovation Strategy awards were announced in January 2016, with five teams of Ohio University faculty
and staff receiving planning grants up to $20,000 each. The first major awards were then announced in February
2016 when the Innovation Strategy program awarded $4M to four faculty and staff teams for new research and
teaching initiatives focused on the shale industry, osteoporosis diagnosis, immersive media and instructional
innovation.
10.2.6 Student Success and Programs
Investments will focus on the following areas: implementing a plan of residential programs and services
committed to helping student fulfill their academic promise; fostering academic success and degree completion;
and developing an outstanding student community experience.
10.2.7 Infrastructure
Capital investments will be made to support deferred maintenance, OIT systems, and to facilitate
transformational projects within our Capital plan.
10.2.8 Community and Economic Development
Investments will focus on partnerships within our region that aid in academic experience, career opportunities,
and quality of life. Specific areas of need include community-based healthcare; K-12 educational opportunities;
affordable housing options; economic development; community-based arts and culture.
F Y 1 8 B u d g e t B o o k | 91
Financial Projection
Strategic Opportunity Reserve
FY16 FY17 FY18 FY19 FY20Beginning Balance $33.5 $36.2 $31.0 $15.4 $6.9
Funding
Investment Income 4.5 4.5 4.5 4.5 4.5
SSI 2.9 (2.2) 2.9 2.9 3.0
Tuition 2.0 4.6 4.6 4.7 4.9
Fund Balance 1.7 0.3 0.3 0.3 0.3
Total - Funding $11.1 $7.2 $12.3 $12.4 $12.7
Investment Reserve Allocations FY16 FY17 FY18 FY19 FY20
Infrastructure 3.2 4.0 4.7 4.7 4.9
Community and Economic Development 2.3 2.8 2.6 2.5 2.4
Student Success and Programs 1.8 3.1 6.4 5.8 1.0
Academic and Research Programs 1.1 2.5 12.8 6.4 3.9
Presidential Priorities 1.5 1.5 1.5
Total - Reserve Allocations $8.4 $12.3 $27.9 $20.9 $13.7
Ending Balance $36.2 $31.0 $15.4 $6.9 $5.9
92 | F Y 1 8 B u d g e t B o o k
Investment Reserve Allocations FY16 FY17 FY18 FY19 FY20
Infrastructure
Financial Systems Enhancements 2.6 4.0 2.3 2.1 2.1
Campus Grounds Initiative 0.3
Deferred Maintenance 0.1
Parental Leave 0.2
Advancement Strategy 2.4 2.6 2.8
Subtotal $3.2 $4.0 $4.7 $4.7 $4.9
Community and Economic Development
TechGrowth Ohio 2.1 2.2 2.0 2.0 2.3
OHIO for Ohio 0.1 0.5 0.5 0.4
Foundation for Appalachia Ohio 0.1 0.1 0.1 0.1
Unallocated 0.1 0.1
Subtotal $2.3 $2.8 $2.6 $2.5 $2.4
Student Success and Programs
Endowed Scholarships 0.9 1.0 0.8 1.0 1.0
Allen Student Help Center
Signature Program 0.9 2.1 4.8 4.0
Unallocated 0.8 0.8
Subtotal $1.8 $3.1 $6.4 $5.8 $1.0
Academic and Research Programs
Endowed Professorships
Innovation System Strategy 0.5
Innovation Strategy 0.3 1.4 3.7 2.1 1.3
OBR Research Portal 0.1
OHF Match Commitment 0.0
Dublin Campus Development 0.1
eLearning Investment 0.4 1.6 0.6
Education Advisory Board 0.1 0.1
Tantrum 0.6 0.6 0.6
RHE Investment 1.5 2.0 2.0
Engineering Start-up 1.0 0.5
OU Press 0.1 0.1 0.1
MAC Conference 0.0 0.0 0.0
Funding for Budget Volatility 3.8
International Student Recruitment 0.5 0.5 0.5
Subtotal $1.1 $2.5 $12.8 $6.4 $3.9
Presidential Priorities $1.5 $1.5 $1.5
Total - Reserve Allocations $8.4 $12.3 $27.9 $20.9 $13.7
Ending Balance $36.2 $31.0 $15.4 $6.9 $5.9
F Y 1 8 B u d g e t B o o k | 93
11 Academic Planning Units
As a means of presenting consistent information about the academic Planning Units, the unit heads were asked
to respond to some questions as they relate to strategic resource allocation within the colleges and schools. The
Planning Units prepared information that highlights things that the colleges do to maximize their resources in
addition to simply investing in new things.
1. What strategic resource challenges and opportunities are the college facing in the next fiscal year?
2. What key program/activities/initiatives are you developing or investing in as part of your revenue
strategy?
3. What are the key trends/drivers associated with changes in your direct expenditure budget?
94 | F Y 1 8 B u d g e t B o o k
College of Arts and Sciences
36,007,913 , 27%
86,079,465 , 66%
7,480,988 , 6%
1,590,661 , 1%
85,273 , 0%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Grants/ F&A
Private Support
External Sales
55,424,817 , 48%
15,985,145 , 14%
7,177,903 , 6%
345,006 , 0%
40,522 , 0%
32,954,092 , 29%
3,864,212 , 3%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Capitalized Costs
Internal Loan - Principal & Interest
Indirect Cost Allocations
Capital Cost Allocation
72, 13%
47, 8%
305, 55%
107, 19%
1, 0%
26, 5%
Benefits-Eligible Employee Headcount*
Administrators
Classified
Group I Faculty
Group II Faculty
Group III Faculty
Group IV Faculty
* Researchers categorized as Administrators
558
11, 18%
2, 4%
6, 10%
41, 68%
Non Benefits-Eligible Employee Headcount*
Administrators
Classified
Early Retiree
Group III Faculty
60
* Researchers categorized as Administrators
4,083 4,099 4,076 4,068 4,069
9 9 10 6 7
719 737 701 712 705
55 111 116 136 135
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018**
5- Year Student Enrollment by Classification
Athens Undergrad Undergrad eLearning Athens Graduate Graduate Outreach
**Unit Projections
200,000
220,000
240,000
260,000
280,000
2013-2014 2014-2015 2015-2016 2016-2017** 2017-2018**
265,290 261,871 262,239 263,511 264,331
5-Year Athens Undergraduate Credit Hour Production
* *Unit Projections
$131,244,299 $115,791,696
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
F Y 1 8 B u d g e t B o o k | 95
Arts & Sciences FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 27,622,460$ 26,266,569$ 29,037,684$ 36,578,682$ 36,578,682$ 36,007,913$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 92,512,142 95,162,233 94,004,006 102,793,816 100,809,321 99,494,864
4 Undergraduate Financial Aid (17,939,663) (17,475,736) (17,312,624) (19,742,810) (19,301,568) (18,029,748)
5 Net Undergraduate Tuition & Fees 74,572,478 77,686,497 76,691,382 83,051,006 81,507,753 81,465,116
6 Gross Graduate Tuition & Fees 13,644,328 13,417,899 13,119,411 14,155,727 12,781,067 13,181,955
7 Graduate Financial Aid (9,012,505) (9,096,708) (8,315,705) (8,660,917) (8,185,153) (8,567,607)
8 Net Graduate Tuition & Fees 4,631,823 4,321,191 4,803,706 5,494,810 4,595,914 4,614,348
9 Room & Board - - - - - -
10 Grants and Contracts 5,362,363 7,115,799 5,348,160 5,648,061 5,675,804 5,924,752
11 Facilities & Admin Costs Recovery 1,798,820 1,632,196 1,325,104 1,485,225 1,526,188 1,556,236
12 Gifts 308,611 364,199 620,604 353,427 5,150,661 341,157
13 Endowment Distributions 842,022 1,039,292 1,113,457 1,126,722 1,130,094 1,249,504
14 Investment Income - - - - - -
15 Other External Sales 119,193 528,337 206,249 47,139 85,273 85,273
16 Total Revenues 115,257,768$ 118,954,079$ 119,146,345$ 133,785,072$ 136,250,369$ 131,244,299$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 50,663,466 52,589,113 52,250,109 56,071,390 55,117,001 55,424,817
18 Total Benefits 13,178,352 14,980,930 15,076,021 15,712,554 15,671,448 15,985,145
19 Supplies & Services 6,790,624 6,792,614 6,250,000 8,259,922 7,784,002 7,177,903
20 Capitalized Costs 265,239 1,814,062 465,456 772,714 428,113 345,006
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 40,683 40,597 40,551 - 40,625 40,522
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (50,155) (57,565) (29,501) (82,500) (75,000) -
26 Total Direct Expenses 70,888,210$ 76,159,751$ 74,052,636$ 80,734,080$ 78,966,189$ 78,973,392$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (9,384) (473,386) (164,126) 109,341 165,490 (733,424)
28 Administrative Cost Allocations 37,827,506 39,926,460 40,001,220 33,370,386 33,370,386 32,954,092
29 Capital Cost Allocation - - 2,943,817 3,583,224 3,583,224 3,864,212
30 Subvention Allocation 11,601,134 11,755,123 12,472,722 15,828,143 15,828,143 15,525,426
31 Subvention Distribution (5,869,764) (13,545,024) (13,466,932) 1,720,982 1,720,982 3,430,556
32 Total Allocations and Transfers 43,549,492$ 37,663,173$ 41,786,701$ 54,612,076$ 54,668,226$ 55,040,863$
33 Total Expenses & Cost Allocations 114,437,701$ 113,822,925$ 115,839,337$ 135,346,156$ 133,634,415$ 134,014,255$
34 Results of Operations 820,067$ 5,131,155$ 3,307,008$ (1,561,084)$ 2,615,954$ (2,769,956)$
35 Transfers (from) Operating Reserve - - - (1,514,238) (1,782,770) (2,769,956)
36 Transfers to (from) Quasi Endowments - 675,000 25,000 - 4,800,000 -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related 23,040 245,096 1,043,000 - - -
39 Net Results 797,027$ 4,211,059$ 2,239,008$ (46,846)$ (401,276)$ -$
40 Transfer Net Results to Fund Balance 797,027 4,211,059 2,239,008 (46,846) (401,276) -
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
96 | F Y 1 8 B u d g e t B o o k
COLLEGE OF ARTS AND SCIENCES STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
The College of Arts and Sciences is expanding and diversifying revenue sources with the launch of new online
programs such as the Masters in Chemistry, the Bachelors completion degree in Psychology, and certificates in
Geographic Information Systems and Teaching English as a Foreign Language. These programs join other online
graduate programs in expanding the College’s reach to a growing population of dispersed learners.
The new efforts are intended to offset revenue setbacks tied to the status of tuition and state subsidy, declines
in international enrollments, and the weakening demand for General Education courses tied to factors such as
College Credit Plus and curricular changes in other colleges. As in past years, the College projects continuing
challenges due to these factors as well as the increasing costs tied to capital debt.
At the same time, the College is undergoing reductions in academic and support personnel while cutting direct
expenditures on supplies, equipment, and professional development activities. As a result, the College will
implement a substantial decrease in the direct expenditure budget for FY2018 and plan continuing reductions in
personnel and activity for subsequent years.
INVESTMENT IN PROGRAMS, ACTIVITIES, AND FACILITIES The Clippinger Laboratory and Ellis Hall projects are underway with work scheduled to begin in the coming year.
Smaller projects funded with College resources include a new Anthropological Sciences Research and Teaching
Laboratory and an intervention to address system failures in the University Greenhouse.
The cost of launching the new online programs has been dramatically reduced by the University’s investment in
the instructional design and project management capacities of the Office of Instructional Innovation.
The investment in a faculty and staff culture of professional development and increasing national visibility for
our research will be curtailed as the College seeks reductions in all forms of spending. Additionally, efforts to
systematize reinvestments in equipment such as computers and lab furnishings will revert to the more ad hoc
approach that defined previous eras.
KEY TRENDS & DRIVERS
Between layoffs, strategic absorption of natural attrition, reductions in spending, and the university decision to
freeze compensation, the College expects to see a marked reduction in direct expenses.
F Y 1 8 B u d g e t B o o k | 97
F Y 1 8 B u d g e t B o o k | 98
College of Business
12,744,848 , 21%
43,329,562 , 73%
73,125 , 0%
1,855,700 , 3%1,511,700 , 3%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Grants/ F&A
Private Support
External Sales
20,841,891 , 38%
5,536,772 , 10%10,405,132 , 19%
719,392 , 1%
17,064,426 , 31%
584,891 , 1%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Internal Loan - Principal & Interest
Indirect Cost Allocations
Capital Cost Allocation
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
30, 21%
9, 6%
1, 1%
63, 44%
36, 25%
4, 3%
Benefits-Eligible Employee Headcount*
Administrators
Classified
Early Retiree
Group I Faculty
Group II Faculty
Group IV Faculty
* Researchers categorized as Administrators
143
13, 25%
1, 2%
4, 8%33, 65%
Non Benefits-Eligible Employee Headcount*
Administrators
Classified
Early Retiree
Group III Faculty
* Researchers categorized as Administrators
-
20,000
40,000
60,000
80,000
100,000
2013-2014 2014-2015 2015-2016 2016-2017** 2017-2018**
66,169 70,491
76,783 81,536 86,576
5-Year Athens Undergraduate Credit Hour Production
* *Unit Projections
2,274 2,346
2,6572,758
3,115
2 1 0 1 159 82 88 76 70
558697
861971 1020
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018**
5- Year Student Enrollment by Classification
Athens Undergrad Undergrad eLearning Athens Graduate Graduate Outreach
** Unit Projections
$55,152,504 $59,514,935
51
F Y 1 8 B u d g e t B o o k | 99
Business FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 8,998,140$ 8,549,232$ 10,137,696$ 11,333,757$ 11,333,757$ 12,744,848$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 24,656,921 26,958,592 28,477,338 31,495,237 31,317,514 33,128,164
4 Undergraduate Financial Aid (4,608,725) (4,986,673) (5,233,629) (5,767,304) (5,789,754) (5,764,696)
5 Net Undergraduate Tuition & Fees 20,048,196 21,971,919 23,243,709 25,727,933 25,527,760 27,363,468
6 Gross Graduate Tuition & Fees 7,318,876 8,986,829 10,292,088 17,705,236 16,089,415 16,769,415
7 Graduate Financial Aid (757,688) (1,037,770) (967,228) (747,923) (803,321) (803,321)
8 Net Graduate Tuition & Fees 6,561,188 7,949,059 9,324,860 16,957,313 15,286,094 15,966,094
9 Room & Board - - - - - -
10 Grants and Contracts 31,892 55,563 9,001 71,625 73,125 73,125
11 Facilities & Admin Costs Recovery - 3,230 699 - - -
12 Gifts 1,033,842 1,229,363 1,724,315 412,000 1,536,000 936,000
13 Endowment Distributions 720,682 812,797 877,419 911,165 911,165 919,700
14 Investment Income - - - - - -
15 Other External Sales 1,379,446 1,412,734 1,001,786 1,257,326 1,338,125 1,511,700
16 Total Revenues 38,773,385$ 41,983,896$ 46,319,485$ 56,671,119$ 56,006,026$ 59,514,935$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 15,643,905 16,518,126 17,562,726 19,766,048 20,165,023 20,841,891
18 Total Benefits 3,784,682 4,198,587 4,493,796 5,047,831 5,065,586 5,536,772
19 Supplies & Services 3,954,985 4,150,073 3,950,348 10,752,201 9,914,738 10,405,132
20 Capitalized Costs 5,700 287,515 10,500 - - -
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest - - 719,392 832,517 1,546,747 719,392
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (65) - (461) - - -
26 Total Direct Expenses 23,389,208$ 25,154,301$ 26,736,301$ 36,398,597$ 36,692,094$ 37,503,187$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers 121,528 (24,056) (7,876) (269,036) (268,316) (518,686)
28 Administrative Cost Allocations 11,347,694 12,667,644 13,478,292 16,057,735 16,057,735 17,064,426
29 Capital Cost Allocation - - 368,712 422,918 422,918 584,891
30 Subvention Allocation 3,822,931 4,060,831 4,655,884 6,627,348 6,627,348 6,895,881
31 Subvention Distribution (457,864) (1,864,902) (1,150,173) (1,679,294) (1,679,294) (1,777,912)
32 Total Allocations and Transfers 14,834,289$ 14,839,517$ 17,344,839$ 21,159,671$ 21,160,391$ 22,248,600$
33 Total Expenses & Cost Allocations 38,223,497$ 39,993,818$ 44,081,139$ 57,558,268$ 57,852,485$ 59,751,787$
34 Results of Operations 549,888$ 1,990,078$ 2,238,345$ (887,149)$ (1,846,459)$ (236,852)$
35 Transfers (from) Operating Reserve - - - (1,132,517) (1,025,923) (1,129,664)
36 Transfers to (from) Quasi Endowments - 39,281 - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - - 1,885,000 - (449,996) -
39 Net Results 549,888$ 1,950,797$ 353,345$ 245,368$ (370,540)$ 892,812$
40 Transfer Net Results to Fund Balance 549,888 1,950,797 353,345 245,368 (370,540) 892,812
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
100 | F Y 1 8 B u d g e t B o o k
COLLEGE OF BUSINESS STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
Strategic opportunities for the College of Business are being explored both on the Athens Campus and in
Outreach programs and include the following:
Growth in Athens Undergraduate students has fueled an increase in revenue and the need for more
teaching capacity in the College. Maintaining this level of enrollment may become more challenging in
the future and will potentially affect resources available to the College.
As smaller senior classes are replaced with larger freshmen classes, the number of business students will
increase by 500 students to over 3,000 over the next three years if freshman enrollment is maintained.
Smaller classes, as predicted in the current cycle, would lead to a population of 2,800 undergraduate
students.
Growth in faculty and staff in response to enrolment growth has put additional pressure on space.
o Freeing up the second floor of the College of Business Annex for offices will alleviate this
problem temporarily.
o The acquisition of the third building site will provide a future solution but funding still needs to
be raised.
The college is continually developing additional outreach programs at the undergraduate and graduate
level to diversify revenues. These are outlined in the next section.
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
The College’s strategy has been to expand its existing graduate programs as well as develop new offerings:
A Master’s in Accounting degree is in the last stage of the state approval process. Design has begun for a
4+1 model for students on the Athens Campus and as a hybrid model to be delivered out of the Dublin
campus and online. Enrollments are expected to start in the 2017-18 academic year.
o A bridge program for students with degrees outside Accounting is in development and is
predicted to contribute significantly to the enrollment in the Online degree.
A competency based bachelor completion program, in collaboration with Columbus State, offered in
Dublin in response to the needs of employers is in the exploration stage.
A Master’s of Management that can be offered along with stackable certificates is being explored.
A new Masters of Business Analytics is starting through the approval process and will use content
developed for the analytics concentration in the Online MBA program.
The Professional MBA program will offer concentrations in response to market demands, which are
anticipated to enhance enrollment.
Executive education offerings in Dublin and Athens in response to business needs.
KEY TRENDS & DRIVERS
The primary driver in the budget is personnel, with investments related to the following needs:
Increase in faculty to respond to increases in undergraduate enrollment and off-campus graduate
programs.
Staffing to support undergraduate career management and marketing/recruitment operations.
Marketing and student services staffing to support expansion of off-campus graduate programs.
F Y 1 8 B u d g e t B o o k | 101
F Y 1 8 B u d g e t B o o k | 102
Scripps College of Communication
COC
7,945,475 , 27%
18,002,859 , 61%
605,000 , 2%
2,850,329 , 10%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Grants/ F&A
Private Support
$29,403,662
12,357,063 , 38%
3,483,857 , 11%
2,216,499 , 7%
12,795,664 , 39%
1,578,248 , 5%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Indirect Cost Allocations
Capital Cost Allocation
16, 14%
11, 10%
72, 64%
12, 10%
1, 1% 1, 1%
Benefits-Eligible Employee Headcount*
Administrators
Classified
Group I Faculty
Group II Faculty
Group III Faculty
Group IV Faculty
* Researchers categorized as Administrators
113
2, 7%1, 3%
4, 14%
22, 76%
Non Benefits-Eligible Employee Headcount*
Administrators
Classified
Early Retiree
Group III Faculty
* Researchers categorized as Administrators
29
40,000
45,000
50,000
55,000
2013-2014 2014-2015 2015-2016 2016-2017** 2017-2018**
45,075
48,676 49,004
50,268 51,252
5-Year Athens Undergraduate Credit Hour Production
* *Unit Projections
2,136 2,0932,159 2,191 2,218
2 5 30 43 40
238 192 172 169 16829 54 55 49 46
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018**
5- Year Student Enrollment by Classification
Athens Undergrad Undergrad eLearning Athens Graduate Graduate Outreach
** Unit Projections
$32,431,330
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
F Y 1 8 B u d g e t B o o k | 103
Communication FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 9,297,612$ 10,300,056$ 10,062,288$ 8,096,419$ 8,096,419$ 7,945,475$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 17,500,437 19,215,028 19,170,751 21,482,790 21,524,050 21,127,967
4 Undergraduate Financial Aid (3,385,330) (3,770,269) (3,645,842) (4,130,120) (4,135,120) (3,880,740)
5 Net Undergraduate Tuition & Fees 14,115,107 15,444,759 15,524,909 17,352,670 17,388,930 17,247,227
6 Gross Graduate Tuition & Fees 3,368,406 3,041,820 2,641,442 2,704,664 2,575,107 2,575,120
7 Graduate Financial Aid (2,242,501) (1,927,548) (1,710,230) (1,756,586) (1,819,489) (1,819,489)
8 Net Graduate Tuition & Fees 1,125,905 1,114,272 931,212 948,078 755,618 755,631
9 Room & Board - - - - - -
10 Grants and Contracts 408,441 738,974 495,051 550,000 550,000 550,000
11 Facilities & Admin Costs Recovery 87,283 120,579 57,100 75,000 55,000 55,000
12 Gifts 1,604,983 760,260 919,964 1,600,000 1,600,000 1,618,000
13 Endowment Distributions 910,094 989,261 1,108,790 1,128,890 1,130,984 1,232,329
14 Investment Income - - - - - -
15 Other External Sales 196,252 104,695 157,381 - - -
16 Total Revenues 27,745,677$ 29,572,856$ 29,256,695$ 29,751,057$ 29,576,951$ 29,403,662$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 10,942,155 11,614,088 11,669,035 12,668,753 12,510,301 12,357,063
18 Total Benefits 2,807,848 3,238,194 3,317,170 3,472,380 3,425,359 3,483,857
19 Supplies & Services 2,094,372 2,253,464 2,162,023 2,485,747 2,511,547 2,216,499
20 Capitalized Costs 494,557 2,259,876 110,564 - - -
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 1,077,825 1,487,236 - - - -
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (9,107) (12,275) (5,372) - - -
26 Total Direct Expenses 17,407,650$ 20,840,582$ 17,253,421$ 18,626,880$ 18,447,207$ 18,057,418$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (481,887) (454,731) (494,405) (500,774) (645,774) (543,523)
28 Administrative Cost Allocations 10,915,970 11,456,304 11,886,912 12,791,114 12,791,114 12,795,664
29 Capital Cost Allocation - - 1,274,290 1,168,568 1,168,568 1,578,248
30 Subvention Allocation 2,717,536 2,998,371 2,999,842 3,287,917 3,270,341 3,257,907
31 Subvention Distribution (4,995,626) (4,291,257) (4,635,103) (6,594,989) (6,577,413) (6,756,328)
32 Total Allocations and Transfers 8,155,993$ 9,708,687$ 11,031,536$ 10,151,836$ 10,006,836$ 10,331,967$
33 Total Expenses & Cost Allocations 25,563,643$ 30,549,269$ 28,284,957$ 28,778,716$ 28,454,043$ 28,389,386$
34 Results of Operations 2,182,034$ (976,413)$ 971,738$ 972,341$ 1,122,909$ 1,014,276$
35 Transfers (from) Operating Reserve - - - (27,557) (53,128) (338,585)
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - 2,896,171 (85,000) 1,000,000 1,000,000 1,000,000
39 Net Results 2,182,034$ (3,872,584)$ 1,056,738$ (102)$ 176,037$ 352,862$
40 Transfer Net Results to Fund Balance 2,182,034 (3,872,584) 1,056,738 (102) 176,037 352,862
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
104 | F Y 1 8 B u d g e t B o o k
SCRIPPS COLLEGE OF COMMUNICATION STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
Enrollments have stayed relatively flat moving into FY18 while preliminary university-wide enrollment
seems to have decreased. The College continues to analyze performance and has grown credit hour
production by almost 6,000 credit hours since 2013. This is by offering more non-major sections,
realigning curriculum and offering more courses in general. The College increased the minimum
enrollment needed per course and has plans to adjust that again in FY18. The College added minors and
certificates to make programs more attractive to both potential students and existing non-majors. Fiscal
Year 2018 will mark the beginning of the new MFA program. Additional graduate student SSI revenue
should result, as well as additional teaching capacity at our undergraduate level shifting some of the
pressure away from group III part-time instructors.
The Applied Communication Online Baccalaureate Degree Program was named 8th in OnlineU’s ranking
of “2017 Most Affordable Online Colleges for Communications Degree”. The degree was also ranked #1
by Nonprofit Colleges Online for “Best Online Bachelor’s in Communication and Public Relations:
Students Before Profits Award 2015-2016”. The enrollment for this program remains steady, but there
is potential to increase. The College intends to begin an intensive marketing campaign along with the
Office of Admissions to highlight the program this summer.
Opportunities exist for additional course work associated with our Immersive Media Initiative, one of
the awardees of the Innovation Strategy Fund. Faculty are working on course curricula and paths for
completion.
Last year the College increased its summer enrollment dramatically by better advertising and the offer
of a small summer scholarship. The College intends to pursue the same tactics this upcoming summer.
Potential exists for the creation and execution of stackable graduate certificates. The College plans to
have faculty begin working on this during the summer break.
New Data Analytics for non-majors course will begin fall 2017 with anticipated large enrollment.
Full foundation analysis was conducted in 2016 to better align college expenses with foundation
accounts, thus using the principles of RCM budgeting to better align resources and expenses.
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
The Social Media Analytics Research Team (SMART) Lab began functions under the direction of Dr.
Laeeq Khan in 2017.
Investing in Masters in Information and Telecommunication Systems online program through year-long
digital marketing campaign.
Performed student survey on potential barriers to recruitment in 2017. Survey was sponsored 100%
through alumni giving.
Exploring avenues to create coding programming
o Summer coding academy for middle school students
o Coding undergraduate certificate being explored
Enrollment growth task force was created to identify additional yield opportunities above and beyond
what was already being done.
o Increased visitation to high schools and taught editing course while there
o Hosted first Scripps Experience Day for Junior high school students
F Y 1 8 B u d g e t B o o k | 105
o Created 4 videos to be used in email and social media messaging
o Created additional recruitment materials in conjunction with the Office of Admissions
KEY TRENDS & DRIVERS
Direct expenses stayed relatively flat in operating accounts due to the lack of raise pool and use of foundation funds. Necessary cuts pushed the College to move rapidly to change some direct expenses onto alternative funding sources (i.e. foundation accounts) but this can be done with relatively low impact. Cuts beyond shifting to alternative funds have been (and will continue to be) painful due the resulting loss in personnel, both instructional and non-instructional. Academic infrastructure is already low, so losses in non-instructional personnel forces more work to faculty and losses of instructional personnel directly impact credit hour production. The College is mitigating this as much as possible with the use of group III part-time instructors, but it is still possible that instruction may decrease. The College plans to monitor this situation throughout the year.
106 | F Y 1 8 B u d g e t B o o k
Patton College of Education (PCOE)
10,527,432 , 32%
20,503,593 , 63%
1,190,000 , 4%518,093 , 1%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Grants/ F&A
Private Support
12,677,023 , 43%
3,800,833 , 13%
1,026,542 , 3%
475,000 , 2%
10,788,286 , 36%
894,187 , 3%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Internal Loan - Principal & Interest
Indirect Cost Allocations
Capital Cost Allocation
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
24, 20%
14, 12%
54, 45%
27, 22%
1, 1%
Benefits-Eligible Employee Headcount*
Administrators
Classified
Group I Faculty
Group II Faculty
Group III Faculty
* Researchers categorized as Administrators
2, 2%
5, 6%
83, 92%
Non Benefits-Eligible Employee Headcount*
Administrators
Early Retiree
Group III Faculty
* Researchers categorized as Administrators
35,000
36,000
37,000
38,000
2013-2014 2014-2015 2015-2016 2016-2017** 2017-2018**
36,550
36,121 36,271
37,030
37,699
5-Year Athens Undergraduate Credit Hour Production
* *Unit Projections
1,586
1,404 1,4491,513 1,510
1 7 18 19 26
598521 496 496 490
313397 407 410 439
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018**
5- Year Student Enrollment by Classification
Athens Undergrad Undergrad eLearning Athens Graduate Graduate Outreach
** Unit Projections
$32,739,118 $29,661,871
120 90
F Y 1 8 B u d g e t B o o k | 107
Education FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 11,172,402$ 11,743,574$ 12,990,684$ 10,647,454$ 10,722,454$ 10,527,432$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 15,028,880 15,715,895 15,065,165 16,854,087 16,828,473 16,724,196
4 Undergraduate Financial Aid (2,859,752) (2,845,536) (2,699,927) (2,998,114) (2,998,114) (2,819,862)
5 Net Undergraduate Tuition & Fees 12,169,128 12,870,359 12,365,238 13,855,973 13,830,359 13,904,334
6 Gross Graduate Tuition & Fees 9,103,127 9,735,997 9,365,288 10,469,514 10,148,080 9,775,724
7 Graduate Financial Aid (3,187,043) (3,260,503) (3,006,413) (3,151,856) (3,189,856) (3,176,465)
8 Net Graduate Tuition & Fees 5,916,084 6,475,495 6,358,874 7,317,658 6,958,224 6,599,259
9 Room & Board - - - - - -
10 Grants and Contracts 1,337,327 1,221,057 1,180,492 1,120,000 1,120,000 1,120,000
11 Facilities & Admin Costs Recovery 119,788 119,598 76,372 95,000 70,000 70,000
12 Gifts 198,329 104,819 152,102 75,000 95,000 145,000
13 Endowment Distributions 293,532 320,056 345,565 357,625 357,625 373,093
14 Investment Income - - - - - -
15 Other External Sales 16,235 16,061 40,920 - - -
16 Total Revenues 31,222,826$ 32,871,018$ 33,510,248$ 33,468,710$ 33,153,662$ 32,739,118$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 9,824,320 11,193,248 11,440,608 12,651,516 12,335,857 12,677,023
18 Total Benefits 2,625,308 3,189,505 3,303,455 3,690,573 3,532,242 3,800,833
19 Supplies & Services 1,899,681 1,929,368 2,088,929 1,054,203 1,313,144 1,026,542
20 Capitalized Costs - - 19,900 - - -
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest - - - 475,000 475,000 475,000
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (23,839) (9,978) (9,264) - - -
26 Total Direct Expenses 14,325,470$ 16,302,143$ 16,843,628$ 17,871,292$ 17,656,243$ 17,979,398$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (234,587) (94,013) (172,681) 48,714 183,320 (121,202)
28 Administrative Cost Allocations 10,778,439 11,030,004 11,300,304 10,420,854 10,420,854 10,788,286
29 Capital Cost Allocation - - 153,744 890,585 890,585 894,187
30 Subvention Allocation 3,170,865 3,334,876 3,461,235 3,928,472 3,928,472 3,855,227
31 Subvention Distribution 1,909,125 239,913 190,685 509,510 509,510 (407,117)
32 Total Allocations and Transfers 15,623,842$ 14,510,780$ 14,933,286$ 15,798,135$ 15,932,741$ 15,009,381$
33 Total Expenses & Cost Allocations 29,949,312$ 30,812,922$ 31,776,914$ 33,669,427$ 33,588,984$ 32,988,779$
34 Results of Operations 1,273,514$ 2,058,095$ 1,733,334$ (200,717)$ (435,322)$ (249,660)$
35 Transfers (from) Operating Reserve - - - (475,000) (1,249,521) (673,247)
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - 1,877,600 - - - -
39 Net Results 1,273,514$ 180,495$ 1,733,334$ 274,283$ 814,199$ 423,586$
40 Transfer Net Results to Fund Balance 1,273,514 180,495 1,733,334 274,283 814,199 423,586
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
108 | F Y 1 8 B u d g e t B o o k
THE PATTON COLLEGE OF EDUCATION STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
The Patton College of Education continues to look for ways to offer programs that will be beneficial to the
surrounding region by offering new endorsement courses, bachelor completion opportunities and graduate
programs.
In the Department of Teacher Education, a Dual Masters in Early Childhood and Special Education
program combining aspects from Early Childhood and Special Education is being developed for approval
through ODE. The mission of the program is to utilize the most current adult learning principles to
increase the quantity and quality of ECE/ECIS teachers, and to improve services and outcomes for
children ages birth to 8 and their families. The program is projected to begin January 2018.
The Teaching English to Speakers of Other Languages (TESOL) endorsement is a partnership between
The Patton College of Education and the College of Arts and Sciences Department of Linguistics. While
Linguistics offers the curriculum, The Patton College plans to invest in a Group III faculty member who
will oversee the state licensure and accreditation requirements program as well as incur the costs for
marketing to the in-service teacher market. In exchange, The Patton College is negotiating a 50/50
revenue sharing for all in-service teachers enrolled in the endorsement program. Anticipated start date
for this agreement is Summer 2018.
The Department of Counseling and Higher Education is in the final stages of developing the Human
Services Bachelor Completion Program. This proposed program is an online bachelor completion
program with the degree to be conferred as the Bachelor of Applied Human and Consumer Sciences.
This bachelor completion program is designed for students who have already completed an associate
degree or for students who have completed a minimum of 60 semester hours. The program is projected
to begin Fall 2018-2019.
The Tennis Professional Management master’s degree program is an interdisciplinary partnership
between The Patton College of Education’s department of Recreation and Sport Pedagogy, the
department of Human and Consumer Sciences, the College of Business’s sport Administration program
and the United States Tennis Association (USTA). Revenue is expected to be divided with a minimum of
80% for The Patton College and 20% to the College of Business. Based on necessary approvals, the
earliest start date for this program is Fall, 2018.
The Education Public Policy and Leadership certificate is a 12-hour interdisciplinary certificate between
The Patton College of Education and the Voinovich College’s Public Policy program. This certificate is
designed for in-service teachers, administrators, policy makers, legislative aids, school board members,
education professional associations, etc. who want to expand their ability to both understand and
inform policy as it relates to the field of education. This certificate is anticipated to start January 2019.
The quality of the College’s academic programs continues to be a key priority. Undergraduate enrollment and
retention has increased in FY17, even though there are a reduced number of high school graduates. Continued
investment in retention and recruitment is expected to yield positive results.
Graduate enrollments decreased in FY2017. The Patton College is working to market new programs and
continuing graduate programs in areas that have the most potential for meeting student needs. Some of the
F Y 1 8 B u d g e t B o o k | 109
continuing graduate programs such as the Masters in Counseling and the Masters in Special Education will be
offered on the regional campuses on a rotating basis.
The implementation and delivery of new revenue generating programs are challenged to keep pace with the
diminishing lifecycle of older or existing revenue generating programs.
Contracts and grants awarded have declined over the last three years. Much of this is due to retiring faculty and
hiring of new tenure seeking faculty. Funding is expected to increase over the next couple of years as faculty
submit research proposals to secure grant funding. Additionally, the Patton College has filled the position of
Director of the Stevens Literacy Center, which has always submitted and received grant awards for research in
areas of adult literacy, reading and outreach to local schools and the community.
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
Some of the targeted revenue generating proposals will receives $20,000 in startup funding to assist in the cost
of course development and marketing strategies. This fund is returned for future investments once the program
yields net revenue above $20,000, usually within the first two academic years of its start date.
The Patton College supports faculty development to many professional conferences. Investments are also made
for students (undergraduate and graduate) to travel to present research papers, individually or with faculty
mentors. This provides an additional educational opportunity for students, as well as networking opportunities
and recruitment of future students. There is also support for public school faculty working with the Center for
Partnerships to attend conferences in Washington D.C. to meet with legislature making decisions regarding
public education.
The Clinical Model of teacher preparation and human services provides for more experiences for the students in
their field work. This gives students more ‘hands on” research and work at internship sites that will assist them
in dealing with real issues that they will face after graduation. The goal is to assist The Patton college students
to be confident researchers and practitioners as they approach the next phase of their lives and become ethical
and reflective leader-educators and human service professionals, lifelong learners, serving society responsibly as
change agents and meeting diverse human and social needs.
The Patton College opened its doors to the renovated McCracken Hall this January, 2017. Faculty, staff and
students are enjoying their new space, its beauty, and collaborative learning opportunities. The classroom
technology and many project rooms are producing a learning experience unequaled throughout the campus.
KEY TRENDS & DRIVERS
Several trends are converging to create unprecedented pressures on higher education.
Changing student demographics and policies implemented to serve students’ unique needs
Workforce and job composition
The need to build faculty capacity
An affordability crisis that affects students, parents, state legislatures, institutions, the U.S. economy
and society as a whole
110 | F Y 1 8 B u d g e t B o o k
There has been a decrease in the birth rate between the years of 1993-1997. This will be reflected by a reduced
number of high school graduates, reducing the pool of potential incoming freshmen.
It will be important for future planning that The Patton College is able to meet the ever changing demands
placed upon higher education to adequately prepare its candidates. With the expansion of online
programming, The Patton College will be able to expand their student population and have a more global
presence. Infusing more technology into pedagogy will also better prepare the students for the ever-changing
demands of the workforce.
Since faculty members tend to remain in university positions for a relatively long period of time, their knowledge
of the organizational responsibilities for which they prepare candidates diminishes with the passing years. The
Patton College has created a number of summer workshops for faculty in order to address faculty development
needs and provide educational forums which focus on training in these areas.
Affordability is a key issue in the Ohio Legislature as well as at the Federal level. Distance education offers a
significant source for revenue generation and the advancement of college programs. For the College to remain
a vital asset in the local, national, and global educational system, it must position itself to capitalize on media-
rich learning environments capable of reaching students with a wide variety of learning styles and expectations.
K-12 teachers and students are an ever increasing market for the delivery of online education programs.
Because online coursework requires only limited use of physical facilities, the College may be able to lower the
cost of tuition to online students, thus making its programs more competitive at the state, national and
international levels.
F Y 1 8 B u d g e t B o o k | 111
F Y 1 8 B u d g e t B o o k | 112
Russ College of Engineering and Technology
8,033,853 , 21%
14,663,298 , 38%
9,115,480 , 23%
6,896,171 , 18%
225,000 , 0%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Grants/ F&A
Private Support
External Sales
22,389,287 , 42%
6,041,190 , 11%
7,111,752 , 13%650,000 , 1%
848,000 , 2%
(150,000), 0%
14,739,047 , 28%
1,457,266 , 3%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Capitalized Costs
Internal Loan - Principal & Interest
Internal Sales
Indirect Cost Allocations
Capital Cost Allocation
73, 38%
19, 10%1, 0%
83, 43%
15, 8% 2, 1%
Benefits-Eligible Employee Headcount*
Administrators
Classified
Early Retiree
Group I Faculty
Group II Faculty
Group IV Faculty
* Researchers categorized as Administrators
193
10, 42%
2, 8%
12, 50%
Non Benefits-Eligible Employee Headcount*
Administrators
Early Retiree
Group III Faculty24
* Researchers categorized as Administrators
26,000
28,000
30,000
32,000
34,000
2013-2014 2014-2015 2015-2016 2016-2017** 2017-2018**
28,133
30,711
32,221
31,525 31,847
5-Year Athens Undergraduate Credit Hour Production
* *Unit Projections
1,5911,705
1,785 1,814 1,824
0 4 16 22 23
284 291 283 304 310
147223 257
306 320
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018**
5- Year Student Enrollment by Classification
Athens Undergrad Undergrad eLearning Athens Graduate Graduate Outreach
** Unit Projections
$38,933,802 $53,086,542
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
F Y 1 8 B u d g e t B o o k | 113
Engineering FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 8,497,527$ 8,956,349$ 9,742,032$ 7,579,321$ 7,579,321$ 8,033,853$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 16,563,993 20,283,997 22,855,665 15,456,793 15,408,012 15,528,796
4 Undergraduate Financial Aid (4,156,443) (4,883,801) (5,456,387) (4,141,987) (4,295,487) (4,210,498)
5 Net Undergraduate Tuition & Fees 12,407,550 15,400,195 17,399,279 11,314,806 11,112,525 11,318,298
6 Gross Graduate Tuition & Fees 4,533,294 5,192,325 5,676,738 7,693,769 7,771,103 7,150,000
7 Graduate Financial Aid (3,290,262) (3,611,911) (3,975,390) (3,905,000) (4,154,423) (3,805,000)
8 Net Graduate Tuition & Fees 1,243,032 1,580,414 1,701,348 3,788,769 3,616,680 3,345,000
9 Room & Board - - - - - -
10 Grants and Contracts 11,804,582 9,673,038 10,093,948 9,168,000 8,158,985 7,300,000
11 Facilities & Admin Costs Recovery 3,340,467 3,155,090 2,566,662 2,322,240 2,206,632 1,815,480
12 Gifts 250,980 706,670 229,509 250,000 250,000 150,000
13 Endowment Distributions 5,536,079 5,904,822 6,576,088 6,859,277 6,856,589 6,746,171
14 Investment Income 285,306 50,195 47,427 30,000 30,000 -
15 Other External Sales 420,445 660,730 391,614 400,000 360,040 225,000
16 Total Revenues 43,785,968$ 46,087,502$ 48,747,906$ 41,712,413$ 40,170,772$ 38,933,802$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 20,779,213 23,116,640 24,336,917 23,871,205 23,283,135 22,389,287
18 Total Benefits 4,809,923 5,707,424 6,020,434 6,097,409 6,071,783 6,041,190
19 Supplies & Services 7,684,504 7,845,490 7,438,487 9,089,282 7,859,387 7,111,752
20 Capitalized Costs 2,277,471 1,197,355 1,060,699 1,030,000 780,000 650,000
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 388,230 387,596 436,949 682,366 895,175 848,000
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (254,644) (288,275) (217,729) (200,000) (150,000) (150,000)
26 Total Direct Expenses 35,684,698$ 37,966,231$ 39,075,757$ 40,570,262$ 38,739,480$ 36,890,229$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (84,353) (841,170) (3,022,306) (650,000) (429,734) (993,709)
28 Administrative Cost Allocations 12,003,736 13,494,132 13,605,360 14,557,146 14,557,146 14,739,047
29 Capital Cost Allocation - - 1,533,272 1,293,240 1,293,240 1,457,266
30 Subvention Allocation 2,925,770 3,160,884 3,814,430 3,143,767 3,112,733 3,143,404
31 Subvention Distribution (6,631,535) (5,396,900) (6,258,998) (16,782,247) (16,782,247) (15,660,685)
32 Total Allocations and Transfers 8,213,618$ 10,416,946$ 9,671,758$ 1,561,906$ 1,751,138$ 2,685,323$
33 Total Expenses & Cost Allocations 43,898,315$ 48,383,177$ 48,747,515$ 42,132,168$ 40,490,618$ 39,575,552$
34 Results of Operations (112,347)$ (2,295,675)$ 391$ (419,755)$ (319,846)$ (641,750)$
35 Transfers (from) Operating Reserve - - - (745,410) (465,000) -
36 Transfers to (from) Quasi Endowments 388,000 349,287 (247,840) 50,000 - -
37 Provisions for Facility and Equipment Renewal - - - - 348,924 -
38 Transfers to (from) Plant Fund - Project Related 30,000 152,525 72,800 250,000 - -
39 Net Results (530,347)$ (2,797,487)$ 175,431$ 25,655$ (203,770)$ (641,750)$
40 Transfer Net Results to Fund Balance (530,347) (2,797,487) 175,431 25,655 (203,770) (641,750)
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
114 | F Y 1 8 B u d g e t B o o k
RUSS COLLEGE OF ENGINEERING AND TECHNOLOGY
STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
Opportunities:
Research facility expansion, leading to enhanced research funding
The University Scholarship Match Program allows the College to further its recruitment efforts in
strategic areas and stabilize enrollment
Continued enrollment growth, higher ACT scores, higher retention rates, and lowered average time to
graduate
Engineering Technology and Management (ETM) enrollment has significantly increased over the last
several years and is projected to continue
Online programmatic opportunities for enrollment growth assuming centralized budgeting efforts to
better match sources of revenue to appropriate costs are successful
The RCM model could be further refined to better match revenues with costs incurred to create an
operational base that incentivizes growth
Continue to refine the all funds budgeting process to ensure that university and foundation policies and
the principal of restricting student fees for student uses are recognized
Challenges:
Mentoring the College’s large number of junior faculty to achieve instructional and research productivity
to the levels of which they are capable
Significant funds allocated for new research faculty start-up packages
Integrating research faculty salary buyout policy into the departmental budget planning process
Stocker Center (Facility)
o Limited undergraduate teaching lab space for expanding programs that require significant space
allocations (ETM undergraduate lab space growth, mechanical engineering lab normalization to
the standards of other departments in the college)
o Space for research is both limited and has challenges for meeting safety standards
o Office and general space shortfalls related to continued enrollment growth
o Stocker Center is in need of phased renovations in a continually occupied space
Possible time delay of research building due to already existing faculty needs and expectations
The treatment of indirect cost recovery within the RCM model needs to be aligned better with the
limitations for use and distribution of those funds
Financial reporting tools (OBIE) are not sufficiently granular to appropriately separate and reflect
sources and uses
Due to the magnitude of the Russ College endowment, the College’s share of administrative overhead
for advancement is large compared to other units.
F Y 1 8 B u d g e t B o o k | 115
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
Visioning, planning, and programming continues for a 120,000 sq. ft. research facility to address
research space needs which will also help ease the undergraduate space needs in Stocker; however
funding mechanisms to achieve this remain to be determined
Plan to begin a new strategic trust in Trustworthy Engineering (cyber security of complex interconnected
systems)
KEY TRENDS & DRIVERS
Funding of costs associated with proposed new research facility
Utilizing the College’s resources to leverage and maximize the University Scholarship Match Program
thus resulting in increasing the number of available scholarships and possible relief of Russ Vision funds
Significant funds allocated for new research faculty start-up packages
116 | F Y 1 8 B u d g e t B o o k
College of Fine Arts
7,101,575 , 33%
13,411,244 , 62%
85,025 , 0%
626,718 , 3%482,084 , 2%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Grants/ F&A
Private Support
External Sales
12,343,572 , 43%
4,019,367 , 14%
2,494,155 , 9%
105,000 , 0%
8,850,439 , 31%
1,027,973 , 3%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Capitalized Costs
Indirect Cost Allocations
Capital Cost Allocation
20, 15%
11, 9%
74, 57%
13, 10%
11, 9%
Benefits-Eligible Employee Headcount*
Administrators
Classified
Group I Faculty
Group II Faculty
Group IV Faculty
* Researchers categorized as Administrators
129
7, 20%
5, 14%
23, 66%
Non Benefits-Eligible Employee Headcount*
Administrators
Early Retiree
Group III Faculty35
* Researchers categorized as Administrators
36,000
36,500
37,000
37,500
38,000
38,500
39,000
2013-2014 2014-2015 2015-2016 2016-2017** 2017-2018**
37,152
38,501
38,979
38,482
37,719
5-Year Athens Undergraduate Credit Hour Production
* *Unit Projections
748720 722 729 718
0 0 0 0 0
264 261 246 238 231
0 0 4 6 0
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018**
5- Year Student Enrollment by Classification
Athens Undergrad Undergrad eLearning Athens Graduate Graduate Outreach
** Unit Projections
$21,706,646 $28,840,506
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
F Y 1 8 B u d g e t B o o k | 117
Fine Arts FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 5,718,672$ 5,640,144$ 6,277,776$ 7,251,954$ 7,251,954$ 7,101,575$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 17,048,056 17,305,243 17,315,734 16,328,560 16,369,138 15,816,956
4 Undergraduate Financial Aid (3,275,094) (3,147,609) (3,269,289) (3,027,673) (3,276,941) (3,090,686)
5 Net Undergraduate Tuition & Fees 13,772,962 14,157,635 14,046,445 13,300,887 13,092,197 12,726,270
6 Gross Graduate Tuition & Fees 4,109,082 3,827,980 3,792,903 3,837,842 3,632,408 3,626,615
7 Graduate Financial Aid (3,083,184) (2,929,667) (2,947,087) (3,089,358) (2,942,350) (2,941,641)
8 Net Graduate Tuition & Fees 1,025,898 898,313 845,815 748,484 690,059 684,974
9 Room & Board - - - - - -
10 Grants and Contracts 13,908 9,553 17,988 71,086 67,887 85,025
11 Facilities & Admin Costs Recovery - - - - - -
12 Gifts 107,696 98,011 121,819 182,376 224,517 294,000
13 Endowment Distributions 285,534 304,244 320,983 324,145 324,725 332,718
14 Investment Income - - - - - -
15 Other External Sales 714,573 647,281 378,538 601,600 432,995 482,084
16 Total Revenues 21,639,244$ 21,755,181$ 22,009,365$ 22,480,532$ 22,084,334$ 21,706,646$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 10,851,408 11,125,656 11,290,300 12,140,327 12,140,238 12,343,572
18 Total Benefits 2,873,632 3,251,021 3,477,201 3,900,970 3,812,174 4,019,367
19 Supplies & Services 1,975,386 2,038,703 2,270,404 2,671,302 2,697,280 2,494,155
20 Capitalized Costs 127,327 108,226 65,107 - - 105,000
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest - - - - - -
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (2,620) (12,715) (832) - - -
26 Total Direct Expenses 15,825,133$ 16,510,891$ 17,102,180$ 18,712,599$ 18,649,692$ 18,962,094$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (531,941) (457,660) (641,097) (900,000) (1,166,564) (1,210,279)
28 Administrative Cost Allocations 8,961,003 9,628,764 9,243,396 8,927,184 8,927,184 8,850,439
29 Capital Cost Allocation - - 783,894 1,243,585 1,243,585 1,027,973
30 Subvention Allocation 2,205,041 2,209,392 2,314,290 2,671,460 2,619,891 2,567,428
31 Subvention Distribution (5,533,714) (6,178,151) (6,867,049) (8,170,047) (8,170,047) (7,836,374)
32 Total Allocations and Transfers 5,100,389$ 5,202,345$ 4,833,434$ 3,772,182$ 3,454,049$ 3,399,187$
33 Total Expenses & Cost Allocations 20,925,522$ 21,713,236$ 21,935,614$ 22,484,781$ 22,103,741$ 22,361,281$
34 Results of Operations 713,722$ 41,945$ 73,751$ (4,249)$ (19,406)$ (654,635)$
35 Transfers (from) Operating Reserve - - - - (151,838) (440,717)
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - 151,838 -
38 Transfers to (from) Plant Fund - Project Related (434) - - - - -
39 Net Results 714,157$ 41,945$ 73,751$ (4,249)$ (19,406)$ (213,918)$
40 Transfer Net Results to Fund Balance 714,157 41,945 73,751 (4,249) (19,406) (213,918)
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
118 | F Y 1 8 B u d g e t B o o k
COLLEGE OF FINE ARTS STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
The College of Fine Arts continues to increase its capacity to offer additional fine arts general education courses
to eLearning students. In addition to serving the needs of eLearning students, this provides online training as
well as teaching and facilitating opportunities for graduate students. This effort continues to increase eLearning
credit hour production and revenue. A collaboration with the Patton College of Education has created a new
4+1 degree option that lets undergraduate BFA students in art earn their teaching credential as well as a Master
of Education degree. Additional new programs under development include an online master’s degree in Music
Education, a hybrid master’s degree in Music Therapy, and expanded offerings in Graphic Design. A new art-
focused maker space will be available to the whole campus as part of the Seigfred renovation, and will support
the development of new interdisciplinary curricula.
The College is challenged by deferred maintenance costs. The first phase of the renovation of Seigfred Hall has
begun to address deferred maintenance, and the second and third phases are in the design stage. The HVAC
systems for Glidden Hall are also scheduled for replacement.
The College is also experiencing a space shortage: the Master Plan Space Study found an 89,000 ASF space
deficit for Fine Arts, primarily in assembly and exhibit space.
Although the College is beginning to see the results of purposeful and focused recruitment efforts and
scholarship funding, the College is continually challenged by the statewide trend in declining enrollment and
increasing competition for arts majors.
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
The College launched the Tantrum Theater, a new professional theater that provides critical professional
training opportunities for our students, in the summer of 2016 in Dublin, OH. Tantrum was developed in
collaboration with the Dublin Arts Council and the city of Dublin. Heading into its second season, in addition to
presenting three productions, Tantrum has again increased the number of students who will gain professional
theater experience through summer internships. In addition, the College is offering an increased number of
educational outreach programs to high school students and other community members in both Athens and
Dublin. This represents an opportunity to engage a new population in high quality arts programming, as well as
strengthen a pipeline for recruiting. The College is currently exploring the development of a professional
theater building with its partners and a developer in Dublin in order to create a permanent home for Tantrum.
In the past year, the College has invested in a new part-time recruiting officer and a streamlined online
scholarship application process in the School of Art + Design as well as new digital tools for curricula in Graphic
Design and Painting & Drawing. In the Dance Division, a pilot summer Dance Institute is launching in the summer
2017, featuring David Dorfman Dance from New York. The College has also invested in new safety equipment
and are developing additional workshop space for Theater.
F Y 1 8 B u d g e t B o o k | 119
KEY TRENDS & DRIVERS
The primary driver of direct expenditures was the launching of the Tantrum Theater; otherwise direct
expenditures for the College of Fine Arts remain stable.
120 | F Y 1 8 B u d g e t B o o k
College of Health Sciences and Professions (CHSP)
29,409,978 , 33%
52,914,359 , 60%
4,735,888 , 5%
352,328 , 1% 1,040,454 , 1%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Grants/ F&A
Private Support
External Sales
20,675,078 , 29%
6,539,146 , 9%
11,674,336 , 16%
(1,711,416), -2%
30,775,337 , 43%
974,153 , 1%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
Internal Sales
Indirect Cost Allocations
Capital Cost Allocation
63 , 30%
33 , 16%
52 , 24%
63 , 30%
1 , 0%
Benefits-Eligible Employee Headcount*
Administrators
Classified
Group I Faculty
Group II Faculty
Group III Faculty
* Researchers categorized as Administrators
212 78 , 52%
1 , 1%4 , 3%
66 , 44%
Non Benefits-Eligible Employee Headcount*
Administrators
Classified
Early Retiree
Group III Faculty
149
* Researchers categorized as Administrators
40,000
42,000
44,000
46,000
48,000
50,000
52,000
54,000
2013-2014 2014-2015 2015-2016 2016-2017** 2017-2018**
45,247
47,224
50,843 51,382
53,514
5-Year Athens Undergraduate Credit Hour Production
* *Unit Projections
2,538 2,581 2,641 2,711 2,789
5,861 5,644 5,704 5,683 5,680
370 415 411 416 451 810 866 727 724 856
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018**
5- Year Student Enrollment by Classification
Athens Undergrad Undergrad eLearning Athens Graduate Graduate Outreach
** Unit Projections
$88,453,007 $68,926,634
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
F Y 1 8 B u d g e t B o o k | 121
Health Sciences FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 26,186,505$ 43,200,014$ 38,923,176$ 31,692,889$ 31,692,889$ 29,409,978$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 27,273,409 36,013,541 36,781,550 40,983,054 43,215,782 43,967,781
4 Undergraduate Financial Aid (5,082,802) (5,401,373) (5,605,920) (5,227,389) (5,125,544) (4,451,563)
5 Net Undergraduate Tuition & Fees 22,190,608 30,612,169 31,175,630 35,755,665 38,090,238 39,516,218
6 Gross Graduate Tuition & Fees 7,855,872 8,276,431 9,284,833 15,515,730 15,262,703 15,697,018
7 Graduate Financial Aid (3,091,466) (2,598,080) (2,436,366) (2,316,322) (2,051,254) (2,298,877)
8 Net Graduate Tuition & Fees 4,764,406 5,678,352 6,848,467 13,199,408 13,211,449 13,398,141
9 Room & Board - - - - - -
10 Grants and Contracts 5,982,443 6,283,897 6,190,087 5,961,395 5,920,404 4,703,445
11 Facilities & Admin Costs Recovery 240,276 215,423 138,966 85,957 169,843 32,443
12 Gifts 182,710 113,722 176,585 234,378 194,451 197,563
13 Endowment Distributions 183,527 115,451 132,855 143,874 147,126 154,765
14 Investment Income - - - - - -
15 Other External Sales 733,393 722,860 774,858 683,264 877,986 1,040,454
16 Total Revenues 60,463,867$ 86,941,887$ 84,360,625$ 87,756,830$ 90,304,386$ 88,453,007$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 14,969,652 17,247,554 18,440,003 20,405,324 19,839,120 20,675,078
18 Total Benefits 3,951,112 5,069,811 5,651,767 6,208,394 6,198,350 6,539,146
19 Supplies & Services 5,678,615 5,578,740 6,649,104 11,693,854 11,753,653 11,674,336
20 Capitalized Costs 44,205 194,883 119,748 - - -
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest - - - - - -
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (1,481,019) (1,712,556) (1,792,016) (1,783,686) (1,780,453) (1,711,416)
26 Total Direct Expenses 23,162,566$ 26,378,431$ 29,068,606$ 36,523,886$ 36,010,670$ 37,177,144$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers 583,972 (228,157) (148,584) (40,596) (97,382) (189,239)
28 Administrative Cost Allocations 20,654,869 23,729,268 25,044,984 30,879,099 30,879,099 30,775,337
29 Capital Cost Allocation - - 547,009 941,548 924,562 974,153
30 Subvention Allocation 5,443,286 7,963,067 7,808,948 10,255,180 10,550,331 10,354,582
31 Subvention Distribution 7,894,682 19,750,854 20,753,169 8,375,346 8,375,346 8,426,126
32 Total Allocations and Transfers 34,576,809$ 51,215,032$ 54,005,526$ 50,410,577$ 50,631,956$ 50,340,959$
33 Total Expenses & Cost Allocations 57,739,375$ 77,593,463$ 83,074,132$ 86,934,463$ 86,642,626$ 87,518,103$
34 Results of Operations 2,724,492$ 9,348,424$ 1,286,493$ 822,367$ 3,661,760$ 934,903$
35 Transfers (from) Operating Reserve - - - - - -
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - 97,947 - -
38 Transfers to (from) Plant Fund - Project Related 466,277 3,072,295 12,100,000 - - -
39 Net Results 2,258,215$ 6,276,130$ (10,813,507)$ 724,420$ 3,661,760$ 934,904$
40 Transfer Net Results to Fund Balance 2,258,215 6,276,130 (10,813,507) 724,420 3,661,760 934,904
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
122 | F Y 1 8 B u d g e t B o o k
HEALTH SCIENCES AND PROFESSIONS STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
One significant set of challenges relates to the College’s operational budget and contributions of support to other
elements of the institution. The College continues to operate in a lean way both in terms of the operating budget in
relation to revenues generated and the population of faculty in relation to its over 9,000 students. A lean operational
model makes it particularly challenging to dedicate resources to new initiatives and to identify strategies to reduce
costs in response to increased financial pressures. The College continues to work to identify resources to invest in
strategic initiatives while meeting obligations to contribute our revenues to the support of other units at the
University.
A second set of challenges is associated with recent enrollment trends and pressures. Due to the dynamic nature of
the health sector of the economy, demand has shifted for programs offered by the College. Despite success in
attracting students to many programs, the College recognizes the current enrollment levels in a number of areas will
eventually subside. This requires considerable planning and investment in new strategies to offset anticipated future
enrollment declines. The college has begun planning to address the unique educational needs of professionals in the
disciplines taught by the College. It will continue to be important for the College to invest in education delivered in
more distributed ways at new sites and through new pedagogies as well as educational activities that are not based
on traditional academic-credited courses. The College become more diverse in its approach to education of
individuals across their professional careers.
Investment in strategies that would allow the College to expand its reach to individuals across their professional
lifespan instead of focusing almost exclusively on degrees to prepare individuals to enter professional life would allow
the College to substantially expand the scope of its programming and the resources it could develop through that
programming.
There is also vast, untapped enrollment potential in populations we have not traditionally served. The College’s
previous investments in online education position it well to move into both international and new domestic
markets—especially beyond the traditional boundaries of its programming. For example, delivery of curriculum in
languages other than English, tying course content to noncredit CEU offerings, and building programs around
competency-based models all stand as examples of ideas that might transform the enrollment footprint of the
College.
Finally, there is great opportunity in expanded community engagement—both in terms of research activities and new
teaching opportunities. A community-engaged approach to research and teaching that addresses critical population
health issues holds the potential to position the College as a key resource for government officials and local
communities that wish to address those issues. Such an approach holds the potential to become a defining feature of
the College’s research footprint and its ability to generate grant and contract support for research activities.
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
The College has invested heavily in new program development; regularly submitting more new program and course
proposals for curriculum review than any other unit at the University. Curriculum transformation remains one of the
F Y 1 8 B u d g e t B o o k | 123
College’s key investment strategies in order to keep curriculum current and develop new programs to replace those
experiencing diminishing enrollment demand. A number of new programs are currently in some phase of exploration
or development. These include:
New Masters degree in community and corporate wellness
New Masters degree in global health
New Masters degree and revised certificate in gerontology
Revised certificate in clinical informatics
New certificate in health policy
New athletic training licensure program
New certificate in patient navigation
The College is moving forward with plans to invest in a new alliance for innovation in population health in
collaboration with the College of Health and Human Services at the University of Toledo and multiple local and state
partners. The College is also partnering with the Voinovich School and the College of Business for the Rural
Redevelopment Partnership fund concept. Both of these hold great potential to stimulate numerous research and
community engagement streams.
The college also continues to explore opportunities for a wellness center and wellness programming in Dublin. While
the College of Health Sciences and Professions would be a lead entity in such a facility, it would be developed to serve
as a resource to programs across the University. This project is currently in the earliest phase of exploration.
KEY TRENDS & DRIVERS
Rapidly evolving models of healthcare delivery and requisite approach to training future healthcare
professionals require the College to consistently update its curricula. Further, with 10 different accrediting
organizations associated with programs in the College, there is an ongoing need to remain responsive to
evolving accrediting standards in its various disciplines.
The introduction of more competitors and varying models of program delivery in the online and distributed
education environment. This is further complicated by evolving requirements of state departments of
accreditation and professional licensing boards regarding delivery of online instruction and on-site clinical
experiences in other states.
Pressures to find adequate clinical rotations and placements to support large enrollments in many programs.
This is tied to increased pressure for clinical rotations from other institutions and other programs within the
institution. As a result, the College has been forced to scale back admission into a number of clinical
programs by as much as 40%. Increasing demands of healthcare systems partnered with for clinical
placements also creates increased financial pressure on the College. With over 3,500 clinical placements a
year, this demand for payment represents a substantial financial issue.
University budget pressures tied to variations in state funding and enrollment patterns also create financial
issues in terms of retaining resources to invest in new strategic initiatives.
Opportunities (not yet fully known) that exist for the College and its programs at Dublin and across the OU
footprint. The College of Health Sciences and Professions can be a major part of the University’s
commitment to expand its engagement across its region.
F Y 1 8 B u d g e t B o o k | 124
Honors Tutorial College (HTC)
47,224 , 2%
(1,038,106), -45%
1,224,153 , 53%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Private Support
757,377 , 44%
269,778 , 16%
507,825 , 29%
183,182 , 11%
9,005 , 0%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Indirect Cost Allocations
Capital Cost Allocation
6, 55%
2, 18%
1, 9%
2, 18%
Employee Headcount*
Administrators
Classified
Early Retiree
Group II Faculty
* Researchers categorized as Administrators
11
-
100
200
300
2013-2014 2014-2015 2015-2016 2016-2017
205 225
275 294
Honors Tutorial Student Enrollment
$233,271 $1,727,167
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
F Y 1 8 B u d g e t B o o k | 125
Honors FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 11,604$ 21,768$ 23,112$ 43,028$ 43,028$ 47,224$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 119,191 43,514 214,473 155,272 155,272 172,475
4 Undergraduate Financial Aid (623,753) (617,951) (728,202) (1,057,299) (991,070) (1,210,581)
5 Net Undergraduate Tuition & Fees (504,562) (574,437) (513,728) (902,027) (835,798) (1,038,106)
6 Gross Graduate Tuition & Fees 1,465 - - - - -
7 Graduate Financial Aid - - - - - -
8 Net Graduate Tuition & Fees 1,465 - - - - -
9 Room & Board - - - - - -
10 Grants and Contracts - - - 5,468 5,468 -
11 Facilities & Admin Costs Recovery - - - - - -
12 Gifts 103,069 51,890 59,752 42,000 42,000 30,000
13 Endowment Distributions 841,011 876,886 1,029,744 1,077,878 1,077,877 1,194,153
14 Investment Income - - - - - -
15 Other External Sales 401 1,000 - - - -
16 Total Revenues 452,987$ 377,107$ 598,880$ 266,347$ 332,575$ 233,271$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 758,606 777,000 870,259 732,051 760,548 757,377
18 Total Benefits 230,060 250,031 276,375 273,984 267,296 269,778
19 Supplies & Services 247,213 363,971 312,461 475,942 470,704 507,825
20 Capitalized Costs 101 360 - - - -
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest - - - - - -
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales - - - - - -
26 Total Direct Expenses 1,235,979$ 1,391,362$ 1,459,095$ 1,481,977$ 1,498,548$ 1,534,980$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (23,573) 56,538 (59,585) (22,878) (45,000) (60,670)
28 Administrative Cost Allocations 98,318 106,608 108,528 204,226 204,226 183,182
29 Capital Cost Allocation - - 9,179 9,265 9,265 9,005
30 Subvention Allocation 11,039 5,306 22,488 16,198 11,198 23,706
31 Subvention Distribution (1,215,971) (1,155,106) (1,539,813) (1,430,963) (1,430,963) (1,366,742)
32 Total Allocations and Transfers (1,130,187)$ (986,654)$ (1,459,203)$ (1,224,152)$ (1,251,274)$ (1,211,519)$
33 Total Expenses & Cost Allocations 105,792$ 404,709$ (108)$ 257,825$ 247,274$ 323,461$
34 Results of Operations 347,195$ (27,601)$ 598,988$ 8,522$ 85,301$ (90,189)$
35 Transfers (from) Operating Reserve - - - - - (94,022)
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - - - -
39 Net Results 347,195$ (27,601)$ 598,988$ 8,522$ 85,301$ 3,832$
40 Transfer Net Results to Fund Balance 347,195 (27,601) 598,988 8,522 85,301 3,832
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
126 | F Y 1 8 B u d g e t B o o k
HONORS TUTORIAL COLLEGE (HTC) STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
The college’s financial goals are to deliver high-quality academic and enrichment programs as efficiently as
possible and to steward endowments responsibly. The Manasseh Cutler Scholars Program joined the Honors
Tutorial College in FY16.
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
Trisolini House, home of the Manasseh Cutler Scholars Program (CSP), has significant deferred maintenance
needs. The College is working with University Planning & Space Management to identify cost-effective strategies
to address them. By FY20, the CSP will serve almost 70 scholars enrolled in degree programs across campus.
A steering committee of administrative leaders and faculty members from all colleges is working to enhance and
refine the curricular components of the proposed OHIO Honors Program (OHP) that will serve up to 7% of
Athens campus undergraduates in all majors and boost institutional recruitment and retention efforts.
KEY TRENDS & DRIVERS
HTC offers 36 programs of study in partnership with the College of Arts & Sciences, College of Fine Arts,
Scripps College of Communication, Russ College of Engineering, and Scripps College of Communication.
The College’s share of tuition and state appropriations flows directly to the colleges that house the
faculty who teach and advise our students, except for the credit hour revenue generated by HTC
courses.
For the third year in a row, the yield rate for admitted HTC first-year students is above 70%. The FY18
incoming class is anticipated to include just under 75 high-achieving students from across the state and
nation.
HTC students receive Signature Premier Scholarships, which are valued at the cost of full in-state tuition.
Cutler Scholars receive generous endowed scholarships of varying amounts and $3,000 annually for
enrichment activities.
The Office of Nationally Competitive Awards (ONCA) helps graduate and undergraduate students apply
for internationally competitive scholarships, fellowships, and summer enrichment activities.
In FY18, Dean Jeremy Webster will move to the Ohio University-Zanesville campus. A new HTC dean
should be in place by FY19.
F Y 1 8 B u d g e t B o o k | 127
F Y 1 8 B u d g e t B o o k | 128
Office of Global Affairs and International Studies (OGAIS)
874,668 , 13%
4,805,859 , 75%
234,320 , 4%
497,026 , 8%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Private Support
External Sales
2,257,641 , 28%
629,099 , 8%
3,941,486 , 49%
10,000 , 0%
5,970 , 0%
1,051,418 , 13%
109,512 , 2%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Capitalized Costs
Internal Loan - Principal & Interest
Indirect Cost Allocations
Capital Cost Allocation
13, 62%
7, 33%
1, 5%
Benefits-Eligible Employee Headcount*
Administrators
Classified
Group IV Faculty
* Researchers categorized as Administrators
21
4, 80%
1, 20%
Non Benefits-Eligible Employee Headcount*
Administrators
Group III Faculty5
* Researchers categorized as Administrators
-
500
1,000
1,500
2,000
2013-2014 2014-2015 2015-2016 2016-2017** 2017-2018**
1,876 1,757
1,516 1,411 1,437
5-Year Athens Undergraduate Credit Hour Production
* *Unit Projections
93 95
7871
53
0 0 0 0 0
120
138
10595
100
06
1
1115
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018**
5- Year Student Enrollment by Classification
Athens Undergrad Undergrad eLearning Athens Graduate Graduate Outreach
** Unit Projections
$6,411,873 $8,005,126
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
F Y 1 8 B u d g e t B o o k | 129
OGAIS FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 733,212$ 671,172$ 685,440$ 783,331$ 783,331$ 874,668$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 2,537,881 3,420,681 4,779,223 3,225,887 4,975,887 4,831,583
4 Undergraduate Financial Aid (348,013) (429,606) (695,420) (134,253) (634,253) (304,571)
5 Net Undergraduate Tuition & Fees 2,189,868 2,991,075 4,083,803 3,091,634 4,341,634 4,527,012
6 Gross Graduate Tuition & Fees 2,187,958 2,008,733 1,642,262 2,083,116 1,424,910 1,743,600
7 Graduate Financial Aid (1,569,364) (1,818,062) (1,336,483) (1,425,000) (1,127,118) (1,464,753)
8 Net Graduate Tuition & Fees 618,594 190,671 305,779 658,116 297,792 278,847
9 Room & Board - - - - - -
10 Grants and Contracts 893,022 582,477 559,872 369,582 369,582 -
11 Facilities & Admin Costs Recovery 28,638 11,925 2,133 - - -
12 Gifts 15,835 27,595 2,635 - - -
13 Endowment Distributions 182,424 212,896 233,214 239,802 239,802 234,320
14 Investment Income - - - - - -
15 Other External Sales 587,339 154,265 132,819 - 1,152,967 497,026
16 Total Revenues 5,248,932$ 4,842,075$ 6,005,696$ 5,142,465$ 7,185,108$ 6,411,873$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 2,337,360 2,384,894 2,376,482 2,336,581 2,759,474 2,257,641
18 Total Benefits 488,396 575,630 613,601 668,987 666,379 629,099
19 Supplies & Services 2,951,449 2,724,997 3,963,089 2,641,943 4,405,501 3,941,486
20 Capitalized Costs 4,176 - 3,000 10,000 10,000 10,000
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 5,879 5,879 5,879 8,301 5,970 5,970
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (54,565) (1,833) (8,395) - - -
26 Total Direct Expenses 5,732,696$ 5,689,568$ 6,953,657$ 5,665,812$ 7,847,324$ 6,844,196$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers 114,696 (176,574) 128,585 41,000 55,000 65,000
28 Administrative Cost Allocations 1,045,238 1,250,460 1,226,532 1,156,858 1,156,858 1,051,418
29 Capital Cost Allocation - - 163,913 110,042 110,042 109,512
30 Subvention Allocation 477,789 471,826 512,061 512,061 512,061 465,513
31 Subvention Distribution (1,694,626) (2,589,472) (2,769,565) (2,360,455) (2,360,455) (2,211,460)
32 Total Allocations and Transfers (56,903)$ (1,043,760)$ (738,474)$ (540,494)$ (526,494)$ (520,017)$
33 Total Expenses & Cost Allocations 5,675,793$ 4,645,807$ 6,215,183$ 5,125,318$ 7,320,830$ 6,324,179$
34 Results of Operations (426,861)$ 196,268$ (209,487)$ 17,147$ (135,722)$ 87,694$
35 Transfers (from) Operating Reserve - - - - - -
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - - - -
39 Net Results (426,861)$ 196,268$ (209,487)$ 17,147$ (135,722)$ 87,694$
40 Transfer Net Results to Fund Balance (426,861) 196,268 (209,487) 17,147 (135,722) 87,694
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
130 | F Y 1 8 B u d g e t B o o k
OFFICE OF GLOBAL AFFAIRS AND INTERNATIONAL STUDIES (OGAIS) STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
OGAIS: There will be a significant one-time increase in revenue for FY18 due to a large project underway
for The OHIO Group. Tuition revenues are expected to remain flat. There will be a decrease in salary
spending by holding vacant positions open to address needed budget modifications.
Office of Global Opportunities (OGO): Study away programming has moved to an allocation model to
support instructional fees, scholarships and non-resident fees associated with their programs. This
model allows more flexibility and certainty with planning for new programming.
International Student and Faculty Services (ISFS): International student success through mainstreaming
of programs and capacity building across the university is a high priority at a time when resource
reductions are required.
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
The international enrollment strategy has been accepted by the Deans and is moving forward with a key
strategic partner in China and additional staff at OHIO to support expected increased enrollments.
A survey of international students will be conducted in the fall to help guide strategic investment related
to the international enrollment and student success.
Faculty development in the areas of managing diversity and globalizing curriculum will continue to be
supported.
Strategic communication and performance metrics will be implemented for strengthened relationship
management (internal and external to the university).
The Center for International Studies (CIS) is investing in quality assurance of its academic programs
through streamlined advising, promotion of career development, review of learning outcomes and
creation of an assessment plan.
KEY TRENDS & DRIVERS
OGO is moving toward a more academically integrated model in support of student learning outcomes
and career connections.
ISFS will move forward with an interim re-organization, leaving a vacant position open, to determine the
best strategy to support and facilitate the campus diversity.
CIS has realigned resources and will be supported by the Vice Provost instead of a Director as it defines
its strategy and completes a seven-year review.
OGA is reducing its support to ensure resource priorities are directed to maintain services in program
areas (ISFS, OGO, and CIS).
OGA is working with the Department of Linguistics and OPIE to determine where OPIE is best situated
for supporting international recruitment and retention.
F Y 1 8 B u d g e t B o o k | 131
F Y 1 8 B u d g e t B o o k | 132
University College
1,989,706 , 27%
4,939,795 , 66%
315,000 , 4%
97,482 , 1%
109,000 , 2%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Grants/ F&A
Private Support
External Sales
4,017,395 , 23%
1,431,418 , 8%
1,473,145 , 8%
10,741,692 , 60%
112,586 , 1%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Indirect Cost Allocations
Capital Cost Allocation
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
42, 84%
8, 16%
Benefits-Eligible Employee Headcount*
Administrators
Classified
* Researchers categorized as Administrators
50
3, 19%
13, 81%
Non Benefits-Eligible Employee Headcount*
Administrators
Group III Faculty16
* Researchers categorized as Administrators
7,000
7,500
8,000
8,500
9,000
2013-2014 2014-2015 2015-2016 2016-2017** 2017-2018**
7,646 7,749
8,704 8,700 8,800
5-Year Athens Undergraduate Credit Hour Production
* *Unit Projections
2,222
2,537
2,341 2,2772,440
177 190 194 152 1500 0 0 0 00 0 0 0 0
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018**
5- Year Student Enrollment by Classification
Athens Undergrad Undergrad eLearning Athens Graduate Graduate Outreach
** Unit Projections
$7,450,983 $17,776,236
F Y 1 8 B u d g e t B o o k | 133
University College FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 3,018,696$ 3,666,444$ 2,989,140$ 1,956,593$ 1,956,593$ 1,989,706$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 4,139,311 4,953,501 5,543,921 7,053,527 7,053,527 7,259,628
4 Undergraduate Financial Aid (1,841,074) (2,026,372) (2,188,378) (2,377,035) (2,377,035) (2,319,833)
5 Net Undergraduate Tuition & Fees 2,298,237 2,927,129 3,355,543 4,676,492 4,676,492 4,939,795
6 Gross Graduate Tuition & Fees 36,556 - - - - -
7 Graduate Financial Aid (16,939) - (24,602) - - -
8 Net Graduate Tuition & Fees 19,617 - (24,602) - - -
9 Room & Board - - - - - -
10 Grants and Contracts 302,378 294,687 275,970 315,000 315,000 315,000
11 Facilities & Admin Costs Recovery 21,978 21,273 16,135 - - -
12 Gifts 21,680 121,656 61,498 70,000 75,000 75,000
13 Endowment Distributions 10,289 12,548 16,039 17,446 17,446 22,482
14 Investment Income - - - - - -
15 Other External Sales 946,705 129,057 105,883 82,000 82,000 109,000
16 Total Revenues 6,639,581$ 7,172,795$ 6,795,606$ 7,117,531$ 7,122,531$ 7,450,983$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 3,443,019 3,870,237 4,070,407 4,199,226 4,221,778 4,017,395
18 Total Benefits 907,321 1,163,260 1,265,819 1,416,509 1,411,160 1,431,418
19 Supplies & Services 805,232 872,796 1,432,933 1,290,442 1,505,504 1,473,145
20 Capitalized Costs - 5,689 150 - - -
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest - - - - - -
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales - - 15 - - -
26 Total Direct Expenses 5,155,573$ 5,911,982$ 6,769,323$ 6,906,177$ 7,138,442$ 6,921,958$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (315,631) (1,524,410) (880,847) (595,819) (673,963) (626,704)
28 Administrative Cost Allocations 5,736,926 7,001,028 7,419,024 11,038,545 11,038,545 10,741,692
29 Capital Cost Allocation - - 65,819 79,637 79,637 112,586
30 Subvention Allocation 898,869 915,892 759,739 740,262 742,286 869,938
31 Subvention Distribution (4,803,272) (5,457,556) (7,292,886) (11,045,942) (11,045,942) (10,568,487)
32 Total Allocations and Transfers 1,516,892$ 934,954$ 70,848$ 216,683$ 140,563$ 529,025$
33 Total Expenses & Cost Allocations 6,672,465$ 6,846,936$ 6,840,171$ 7,122,860$ 7,279,005$ 7,450,983$
34 Results of Operations (32,884)$ 325,859$ (44,566)$ (5,329)$ (156,474)$ -$
35 Transfers (from) Operating Reserve - - - - (182,651) -
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - - 241,000 - - -
39 Net Results (32,884)$ 325,859$ (285,566)$ (5,329)$ 26,177$ -$
40 Transfer Net Results to Fund Balance (32,884) 325,859 (285,566) (5,329) 26,177 -
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
134 | F Y 1 8 B u d g e t B o o k
UNIVERSITY COLLEGE
STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
University College facilitates student success across the University, including improving rates of course
completions, retention rates, and graduation rates. All of the College’s programs and initiatives are available to
every student at OHIO. In the context of resource challenges, improving student success and retention is
increasingly important to the institution.
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
The College’s initiatives include supporting high quality advising, both within University College and in
partnership with the other academic colleges through the Student Success Advisor initiative. The Student
Success Advisor program is entering its third year, with potential for building on the foundation from the first
two years.
The emphasis on advising as well as a partnership with other university units, including the Division of Student
Affairs, Institutional Research, and partner colleges has helped facilitate the initiation of a new retention
software, My Ohio Success Network (MOSN), for all first-year students. At the onset of the 2017 – 2018
academic year, MOSN will enter full implementation, including all regional campuses and eLearning students.
The College is shifting resources from academic skills instruction to academic coaching in order to provide more
targeted support to students. Building on previous success in Chemistry Learning Communities, we are
introducing transition seminars to Biology.
Finally, The College is working on a new program, My OHIO ADVICE, to support belonging and self-efficacy
among first generation students through strategic and timely messaging.
KEY TRENDS & DRIVERS
The College is developing advising teams focused on specific populations to increase efficiency, promote cross-
training, and to focus attention on helping undecided students move to a major as soon as they are ready.
The College is also partnering with Institutional Research to continue to build a strong data-analytical approach
to student success across the university.
The College is continuing our Appreciative Inquiry college-level process of discovering and leveraging our
strengths, across units, to enhance student success initiatives.
F Y 1 8 B u d g e t B o o k | 135
F Y 1 8 B u d g e t B o o k | 136
Voinovich School of Leadership and Public Affairs
2,249,991 , 20%
1,977,630 , 18%
6,544,695 , 59%
61,296 , 1% 200,191 , 2%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Grants/ F&A
Private Support
External Sales
7,373,570 , 45%
2,225,074 , 13%
5,379,850 , 33%
38,642 , 0%
1,304,529 , 8% 201,092 , 1%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Internal Allocations
Indirect Cost Allocations
Capital Cost Allocation
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
59, 83%
10, 14%
1, 2% 1, 1%
Benefits-Eligible Employee Headcount*
Administrators
Group I Faculty
Group II Faculty
Group IV Faculty
* Researchers categorized as Administrators
71
12, 92%
1, 8%
Non Benefits-Eligible Employee Headcount*
Administrators
Group III Faculty13
* Researchers categorized as Administrators
-
50
100
150
200
250
300
350
2013-2014 2014-2015 2015-2016 2016-2017** 2017-2018**
252
337 304
349 337
5-Year Athens Undergraduate Credit Hour Production
* *Unit Projections
2 4 511 10
0 0 0 0 0
55 56
65 65
54
2630
2330
128
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018**
5- Year Student Enrollment by Classification
Athens Undergrad Undergrad eLearning Athens Graduate Graduate Outreach
** Unit Projections
$11,033,803 $16,522,757
F Y 1 8 B u d g e t B o o k | 137
Voinovich FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 1,062,326$ 986,577$ 1,764,132$ 2,138,252$ 2,138,252$ 2,249,991$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 117,576 82,602 133,288 108,600 108,600 113,361
4 Undergraduate Financial Aid (130,999) (17,372) (52,136) (20,086) (20,172) (19,752)
5 Net Undergraduate Tuition & Fees (13,423) 65,230 81,152 88,514 88,428 93,609
6 Gross Graduate Tuition & Fees 901,986 849,944 974,842 1,302,785 1,123,316 2,275,896
7 Graduate Financial Aid (503,858) (391,562) (435,521) (412,464) (457,190) (391,875)
8 Net Graduate Tuition & Fees 398,128 458,383 539,321 890,321 666,126 1,884,021
9 Room & Board - - - - - -
10 Grants and Contracts 3,221,888 4,224,505 4,528,206 5,539,498 5,515,213 5,796,085
11 Facilities & Admin Costs Recovery 611,239 609,910 591,648 715,396 694,088 748,610
12 Gifts 19,100 123,422 109,453 41,300 41,300 41,864
13 Endowment Distributions 35,454 16,385 17,065 17,561 17,560 19,432
14 Investment Income - - - - - -
15 Other External Sales 273,516 324,530 477,513 257,500 292,617 200,191
16 Total Revenues 5,608,229$ 6,808,942$ 8,108,490$ 9,688,342$ 9,453,584$ 11,033,803$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 5,098,097 5,135,109 5,903,190 6,757,061 6,828,218 7,373,570
18 Total Benefits 1,413,821 1,555,886 1,811,322 2,005,360 2,018,182 2,225,074
19 Supplies & Services 2,451,298 3,847,759 3,576,545 5,761,752 4,632,948 5,379,850
20 Capitalized Costs 42,030 16,070 - - - -
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest - - - - - -
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (4,716) (2,261) (3,041) - - -
26 Total Direct Expenses 9,000,529$ 10,552,563$ 11,288,016$ 14,524,173$ 13,479,347$ 14,978,494$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (1,460,220) (1,237,210) (2,249,050) (2,856,181) (2,061,815) (2,090,616)
28 Administrative Cost Allocations 1,954,513 1,909,668 1,621,140 1,328,441 1,328,440 1,304,529
29 Capital Cost Allocation - - 215,473 199,720 199,720 201,092
30 Subvention Allocation 140,704 134,810 166,973 280,626 280,626 423,799
31 Subvention Distribution (4,263,044) (4,735,556) (5,064,258) (4,114,584) (4,114,584) (3,609,775)
32 Total Allocations and Transfers (3,628,047)$ (3,928,288)$ (5,309,722)$ (5,161,978)$ (4,367,613)$ (3,770,970)$
33 Total Expenses & Cost Allocations 5,372,483$ 6,624,275$ 5,978,294$ 9,362,195$ 9,111,734$ 11,207,523$
34 Results of Operations 235,746$ 184,667$ 2,130,196$ 326,147$ 341,849$ (173,720)$
35 Transfers (from) Operating Reserve - - - (20,000) (193,464) (181,528)
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - - - -
39 Net Results 235,746$ 184,667$ 2,130,196$ 346,147$ 535,313$ 7,807$
40 Transfer Net Results to Fund Balance 235,746 184,667 2,130,196 346,147 535,313 7,807
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
138 | F Y 1 8 B u d g e t B o o k
VOINOVICH SCHOOL
The Voinovich School of Leadership and Public Affairs is a catalyst for regional, state and national collective
impact in a broad range of public and social engagement policy areas such as health and wellness, education,
entrepreneurship and economic development, and energy and the environment. The Voinovich School has been
ranked as the 39th Most Innovative Public Service School in the nation and elevated to the top 100 U.S. News
and World Report Best Public Affairs Grad Schools. The School is a leader in generating practical solutions to
rural, regional and state challenges of national importance. No other public affairs school in the United States
combines business technology commercialization, through its partnership with the College of Business, with
public service, environmental programs and education. Partnerships with government, nonprofit organizations,
and the private sector create public value by leveraging the expertise of 14 faculty members and 72 professional
staff. Home to the Master of Public Administration (MPA), the Master of Science in Environmental Studies
(MSES) degree programs and the Voinovich Undergraduate Honors Scholars program, the Voinovich School
utilizes a hands-on, applied learning approach to prepare nearly 200 students for success in diverse public and
private sectors settings.
STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
The Voinovich School builds public private partnerships with statewide networks to deliver resources, expertise,
and an innovative approach to addressing critical aspects of public policy across key focus areas. The Voinovich
School’s distinction among public affairs schools is its ability to address problems in the State’s most distressed
regions and to scale solutions across the whole of Appalachia and beyond. Solutions are leveraged for the
region, the State and the nation. Its platform approach, residing at the intersection of thought leadership and
practical outcomes, attracts support from external partners, generates opportunities for engaged faculty,
provides experiential learning for students, and delivers innovations addressing Ohio’s priorities into the next
decades.
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
To achieve the Voinovich School’s strategic vision, the School utilizes a platform of innovation by combining
knowledge application through intensive services, capital formation and investment, and talent and leadership
development across the School’s core areas.
Professional and executive education: The School successfully launched and exceeded enrollment targets for a
relocated Executive MPA program, now at the Dublin Integrated Extension Campus (DIEC) and a national online
professional MPA in partnership with Pearson. Athens campus student research engagement and mentoring in
public service, environmental, and entrepreneurial innovation was significantly increased. Additionally, the
School started a professional and executive education program and a leadership consortium as a critical element
of the School’s public innovation programs. Partners include the units such as the City of Dublin, the Ohio
Department of Transportation, the Ohio Conference of Community Development and the Franklin County
Department of Job and Family Services.
F Y 1 8 B u d g e t B o o k | 139
Entrepreneurship and economic development: Over the past five years, the School approached the one-and-a-
half-billion-dollar mark for economic and entrepreneurial impact as demonstrated by aggregate state metrics for
TechGROWTH Ohio, and the expansion of the School’s award winning Small Business Development Center
(SBDC) and Procurement Technical Assistance Center (PTAC) programs. TechGROWTH Ohio has grown to a $50
million dollar venture development organization and, in doing so, played a critical founding role in the formation
of both the University’s Center for Entrepreneurship and the Ohio Innovation Fund. The School secured major
new or renewed program awards with the U.S. Department of Energy (Piketon), U.S. Economic Development
Administration, Jobs Ohio (Appalachian Partnership for Economic Growth), U.S. Small Business Administration
(POWER) and U.S. Department of Labor.
Public service innovation: The School is helping key partners apply public service innovations to improve
outcomes. The School is enhancing educational research through the Ohio Educational Research Center and is
working with Battelle for Kids on an Appalachian New Economy Partnership funded innovation/venture
development framework to improve educational outcomes in their Rural Collaborative. In health and wellness,
the School expanded its research and consulting partnership with the Ohio Department of Mental Health and
Addiction Services by developing a platform for system innovation in addiction services and expanding rural
counties’ ability to deliver drug prevention care. In partnership with OUHCOM, the School is working to improve
outcomes in the delivery of diabetes care in Southeastern Ohio. The School is also launching a Rural
Revitalization Partnership with the Colleges of Health Sciences and Professions and Business and other colleges
and external partners.
Environmental and energy: The School passed the 150-mile mark for stream restoration, and received major
program renewals and new program awards from the U.S. Department of Energy, Ohio Environmental
Protection Agency, Ohio Department of Natural Resources and the Sugar Bush Foundation. Project work in
surface water, groundwater, wetlands, waste reduction, energy, sensor technology, wildlife habitat, and
environmental mapping/analysis has expanded. In 2016, 20 projects were initiated totaling $1.9 million across
the energy and environment program group. In 2016, cumulative support from both the Sugar Bush and AEP
Foundations each topped $1 million.
KEY TRENDS & DRIVERS
The Voinovich School has an integrated financial strategy, which links internal and external funding sources to
prioritized activities in the School’s signature areas: entrepreneurship, education, environment and health and
wellness. Funding sources include external grants and contracts, targeted State appropriation funds, such as the
Appalachian New Economy Partnership, and Ohio University funds. This approach aligns the School’s
investments with its strategic model and ties the allocation of resources to measurable outcomes across the
School. Three key areas of growth driving changes to the School’s income and expenditure budgets include the
following: 1) expansion and diversification of grants and contracts, 2) the shift of the Executive MPA program to
the Dublin Center, and 3) the expansion of the Online MPA program. The Voinovich School is capital efficient
and strategic in managing its sources and uses of funds.
140 | F Y 1 8 B u d g e t B o o k
Heritage College of Osteopathic Medicine (HCOM)
20,515,447 , 28%
38,829,701 , 53%
11,242,182 , 15%
1,718,483 , 2%1,088,946 , 2%
FY18 Budgeted Revenues
State Appropriations
Tuition, net
Grants/ F&A
Private Support
External Sales
33,931,393 , 47%
11,248,503 , 15%
13,941,426 , 19%
1,177,854 , 2%
3,291,019 , 5%
(98,328), 0%
8,001,646 , 11%
709,180 , 1%
FY18 Budgeted Expenses & Allocations*
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Capitalized Costs
Internal Loan - Principal &Interest
Internal Sales
Indirect Cost Allocations
Capital Cost Allocation
167, 47%
68, 19%
1, 0%
58, 16%
60, 17%
2, 1%
Benefits-Eligible Employee Headcount*
Administrators
Classified
Early Retiree
Group I Faculty
Group II Faculty
Group IV Faculty
* Researchers categorized as Administrators
356 16, 57%
1, 3%
10, 36%
1, 4%
Non Benefits-Eligible Employee Headcount*
Administrators
Classified
Early Retiree
Group III Faculty
* Researchers categorized as Administrators
28
539560 561 553 564
0 0
50
105
156
0
50
100
152
201
2013-2014 2014-2015 2015-2016 2016-2017** 2017-2018**
5- Year Student Enrollment by Campus
Athens Cleveland Dublin
** Unit Projections
$73,394,759 $72,202,693
* Excludes Internal Service Allocations, Funding Transfers, and Subvention
F Y 1 8 B u d g e t B o o k | 141
College of Medicine FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 15,458,928$ 16,012,460$ 17,596,563$ 19,373,445$ 19,285,422$ 20,515,447$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 96,644 86,382 110,900 114,479 117,796 106,000
4 Undergraduate Financial Aid (604,249) (49,675) (72,793) (54,037) (49,033) (50,948)
5 Net Undergraduate Tuition & Fees (507,605) 36,707 38,107 60,442 68,763 55,052
6 Gross Graduate Tuition & Fees 21,086,253 24,457,436 29,741,658 35,687,570 35,541,909 41,504,727
7 Graduate Financial Aid (1,540,041) (2,250,050) (2,471,076) (2,675,259) (2,381,831) (2,730,078)
8 Net Graduate Tuition & Fees 19,546,212 22,207,386 27,270,582 33,012,311 33,160,078 38,774,649
9 Room & Board - - - - - -
10 Grants and Contracts 9,890,303 11,746,157 10,774,243 11,906,915 10,526,891 10,579,360
11 Facilities & Admin Costs Recovery 463,093 673,870 697,328 820,410 649,825 662,822
12 Gifts 2,143,394 2,388,434 1,351,236 944,000 1,069,089 1,085,500
13 Endowment Distributions 202,616 229,924 274,372 324,016 327,494 632,983
14 Investment Income - - - - - -
15 Other External Sales 2,579,064 1,943,520 1,338,946 1,174,477 1,053,035 1,088,946
16 Total Revenues 49,776,006$ 55,238,458$ 59,341,376$ 67,616,016$ 66,140,597$ 73,394,759$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 22,409,192 26,426,519 29,061,441 32,643,646 30,805,921 33,931,393
18 Total Benefits 6,740,825 8,650,247 9,509,088 10,610,663 10,025,276 11,248,503
19 Supplies & Services 12,407,527 11,807,950 11,303,904 14,001,246 14,008,189 13,941,426
20 Capitalized Costs 1,884,977 1,358,368 1,032,361 754,800 1,091,315 1,177,854
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 16,296 140,339 - 1,223,637 1,223,637 3,291,019
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (106,397) (150,422) (266,499) (211,500) (250,441) (98,328)
26 Total Direct Expenses 43,352,421$ 48,233,001$ 50,640,295$ 59,022,492$ 56,903,897$ 63,491,867$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (1,058,805) 65,166 (509,819) (407,769) (1,227,387) (653,640)
28 Administrative Cost Allocations 6,987,329 7,451,202 7,267,392 8,182,181 8,182,181 8,001,646
29 Capital Cost Allocation - - - 666,348 666,348 709,180
30 Subvention Allocation 3,747,484 3,987,069 4,905,322 6,143,489 6,143,489 7,000,137
31 Subvention Distribution (5,923,668) (6,325,667) (6,581,283) (4,031,598) (5,799,988) (8,020,216)
32 Total Allocations and Transfers 3,752,340$ 5,177,770$ 5,081,613$ 10,552,651$ 7,964,643$ 7,037,107$
33 Total Expenses & Cost Allocations 47,104,761$ 53,410,771$ 55,721,907$ 69,575,143$ 64,868,540$ 70,528,974$
34 Results of Operations 2,671,244$ 1,827,687$ 3,619,469$ (1,959,127)$ 1,272,057$ 2,865,785$
35 Transfers (from) Operating Reserve - - - (3,702,381) (7,304,232) (1,032,116)
36 Transfers to (from) Quasi Endowments 2,000,000 5,000,000 125,000 - 2,500,000 -
37 Provisions for Facility and Equipment Renewal - - - 300,000 - -
38 Transfers to (from) Plant Fund - Project Related (368,701) (19,491) 1,540,118 1,391,517 5,287,634 4,141,156
39 Net Results 1,039,945$ (3,152,822)$ 1,954,351$ 51,737$ 788,655$ (243,255)$
40 Transfer Net Results to Fund Balance 1,039,945 (3,152,822) 1,954,351 51,737 788,655 (243,255)
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
142 | F Y 1 8 B u d g e t B o o k
HERITAGE COLLEGE OF OSTEOPATHIC MEDICINE Since its beginning, more than 40 years ago, The Ohio University Heritage College of Osteopathic Medicine has
been guided by its founding idea: To train excellent osteopathic physicians who serve Ohio’s communities of
greatest need, especially in primary care fields. With the 2011 transformational gift of $105 million from the
Osteopathic Heritage Foundation (OHF), the College embarked on a period of growth and renewal. Initiatives
have been built upon the College’s strengths and the beliefs championed since its founding. They deliver on the
promise of advancing the College’s mission to meet the challenges of successfully preparing the next generation
of physician leaders.
Our multi-year strategic planning process brings the college community together, and focuses the College’s
growth and renewal efforts. The strategy plan that emerges from this process provides a strategic road map as
the College develops and operationalizes new academic and clinical campuses, advances research and
community care programs, and strengthens the curriculum and the College’s undergraduate and graduate
medical education programs. This process allows the College to strategically allocate time and talent and
integrates financial planning and investment decisions.
STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
The Heritage College FY’18 multi-year budget planning process focused on the following resource opportunities
and challenges:
Advance the Heritage College Strategic Plan
o Creating formal project management structure and processes
o Alignment of funding priorities with the college strategic plan
Establishment of new Heritage College Budget Planning Subcommittee
o Execution of a multi-year staffing plan
o Departmental strengthening
Professional development, leadership and team building
Established new salary structures for faculty recruitment and retention
Ensure success of the Osteopathic Heritage Foundation Grant
o Alignment of OHF objectives to college strategic plan
o Repurposing portions of grant toward the priorities of scholarships and capital
o Executing funding strategies for match and sustainability grant requirements
Finalizing integration of Ohio Health and University Medical Associates
Finalized funding solution for Campus Care
Stabilization of the RCM budget model
College enrollment growth of 82% from FY’14 to FY’20
Challenging State Share of Instruction forecasts
Risk of reduced funding for State Subsidies, especially Clinical Teaching
Competitive tuition pricing
o Tuition modeling to predict future tuition prices and revenues
o Minimize level of medical student debt
F Y 1 8 B u d g e t B o o k | 143
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
Established new physician practice plan, Ohio Health Physician Group – Heritage College
Began college-wide capital planning for building depreciation, facility and equipment renewal and debt
service
Investment in grant and research programs
Partnerships with other colleges on integrating and expanding academic programming
Progressing with the discovery phase for a regional-based Diabetes Collaborative
Modernize and right-size Heritage campus facilities
o New Athens educational facilities, phase one budgeted at $65M
o Component of University Campus Master plan
Provided funding to assist with University Utility Master plan
Launch Philanthropic Campaigns
o Multi-campus, multi-year campaign
o Secure support to enhance programs, scholarships and capital
o Cleveland Diversity Scholarship (shared with Cleveland Clinic)
o $1M Match Scholarship Campaign
Evolution of Clinical Education Training system
Transformation of the Curriculum, anticipated launch in Fall 2018
KEY TRENDS & DRIVERS
Anticipating additional State Share of Instruction revenue due to increased medical student enrollments
Dublin and Cleveland campuses revenues rise as they grow to their 200 students per campus
o Dublin graduating their first inaugural class
o Cleveland admitting their third class
Investment growth in scholarship endowment principal, from $4.9M in FY14 to more than $18M and in
research endowment principal, from $3.4M in FY14 to more than $14M by FY18
Investments in personnel
o New leadership in Biomedical Sciences, Community Health Programs, Office of Diversity and
Inclusion
o Faculty teaching and research investments in Primary Care and OMNI
o Enhancements in faculty compensation plan
Identifying and implementing operational efficiencies to automate labor intensive processes, including
investments in new technologies
Investing in facility and equipment renewal, building depreciation and debt service
Clinical education transformation and its use of reserve
Debt service considerations for modernizing and right-sizing Heritage facilities
OHF grant sustainability commitments begin in FY’18
Dublin and Cleveland campuses are funding RCM allocated costs four years ahead of plan
Cleveland begins repayment of $16.4M internal renovation loan
144 | F Y 1 8 B u d g e t B o o k
Regional Campuses
F Y 1 8 B u d g e t B o o k | 145
Regional Campuses FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations 24,186,358$ 17,941,203$ 18,208,020$ 27,668,083$ 27,668,083$ 24,329,278$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 40,189,325 39,074,126 37,147,653 36,880,486 35,589,498 35,447,142
4 Undergraduate Financial Aid (6,286,634) (5,415,854) (5,992,761) (6,191,392) (5,341,374) (5,403,579)
5 Net Undergraduate Tuition & Fees 33,902,691 33,658,272 31,154,892 30,689,094 30,248,124 30,043,563
6 Gross Graduate Tuition & Fees 439,056 472,918 359,504 295,360 402,655 340,000
7 Graduate Financial Aid (176,128) (100,714) (60,496) (44,215) (70,000) (70,000)
8 Net Graduate Tuition & Fees 262,928 372,204 299,008 251,145 332,655 270,000
9 Room & Board - - - - - -
10 Grants and Contracts 1,096,394 1,090,487 1,720,088 2,546,163 2,472,080 2,077,859
11 Facilities & Admin Costs Recovery 7,353 1,326 1,134 - 200 -
12 Gifts 310,369 392,127 227,669 204,824 360,000 318,792
13 Endowment Distributions 392,955 444,917 476,067 485,277 773,748 671,477
14 Investment Income 95 24 9 - - -
15 Other External Sales 1,375,481 1,090,862 763,494 661,275 776,000 795,000
16 Total Revenues 61,534,624$ 54,991,420$ 52,850,381$ 62,505,861$ 62,630,890$ 58,505,969$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 34,790,616 35,012,040 33,802,529 33,968,082 33,514,052 32,919,286
18 Total Benefits 9,843,820 10,994,172 10,976,669 10,791,544 10,814,421 10,971,673
19 Supplies & Services 9,582,589 9,048,441 7,501,737 7,871,679 6,791,635 6,789,132
20 Capitalized Costs 272,671 759,959 389,087 155,600 627,700 42,500
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 264,800 263,175 274,675 274,675 274,675 274,675
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (63,810) (24,931) (28,730) (33,554) 5,919 -
26 Total Direct Expenses 54,690,686$ 56,052,856$ 52,915,967$ 53,028,026$ 52,028,402$ 50,997,266$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers 1,345,160 943,145 711,041 544,524 724,391 (682,076)
28 Administrative Cost Allocations 12,688,653 13,407,924 14,821,392 16,497,348 16,497,347 15,400,221
29 Capital Cost Allocation - - - - - -
30 Subvention Allocation 7,398,099 6,402,886 6,527,064 7,324,942 7,315,508 6,789,624
31 Subvention Distribution (14,102,388) (17,567,171) (19,853,589) (14,986,931) (14,986,931) (14,511,835)
32 Total Allocations and Transfers 7,329,524$ 3,186,784$ 2,205,908$ 9,379,883$ 9,550,315$ 6,995,934$
33 Total Expenses & Cost Allocations 62,020,210$ 59,239,640$ 55,121,875$ 62,407,909$ 61,578,717$ 57,993,200$
34 Results of Operations (485,586)$ (4,248,219)$ (2,271,494)$ 97,952$ 1,052,173$ 512,769$
35 Transfers (from) Operating Reserve - - - - - -
36 Transfers to (from) Quasi Endowments - 15,000 - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related 584,053 (575,684) (100,430) - (110,000) -
39 Net Results (1,069,639)$ (3,687,535)$ (2,171,064)$ 97,952$ 1,162,173$ 512,769$
40 Transfer Net Results to Fund Balance (1,069,639) (3,687,535) (2,171,064) 97,952 1,162,173 512,769
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
146 | F Y 1 8 B u d g e t B o o k
REGIONAL HIGHER EDUCATION
STRATEGIC RESOURCE OPPORTUNITIES AND CHALLENGES
Regional Higher Education provides access to quality OHIO education in the communities surrounding the five
campuses and two centers.
Opportunities include expanding academic programs and providing enrichment for the communities through
workforce development, continuing education units (CEU’s) and certificate programs. Partnerships with Athens
colleges provide opportunities to expand programs.
Challenges include enrollment shifts as high school graduation rates decline and the economy improves as well
as the future impact of College Credit Plus.
INVESTMENT IN PROGRAMS, ACTIVITIES AND FACILITIES
Investing in baccalaureate programs such as Applied Management, Human Biology, Nursing, Sports and
Lifestyle Studies, and Social Work.
Investing in marketing of online programs such as Applied Management and Technical and Applied
Studies.
Partnering with area businesses such as hospitals to expand cohorts for programs such as applied
management.
Creating partnerships with colleges to extend academic programs to the regional campuses.
Focusing on advising and providing resources to increase retention and completion rates.
Investing in software to develop, enhance and target communication for recruitment efforts.
Examining the business model for the regional campuses.
Exploring potential monetization of regional campus assets.
KEY TRENDS & DRIVERS
Regional Higher Education continues to focus its efforts to identify efficiencies in operations while examining its
business model. These efforts include examining course scheduling practices including eliminating duplication
and expanding the use of distance education.
The Colleges conduct continual review of personnel investments for possible combination and sharing where
the opportunity and need exist.
F Y 1 8 B u d g e t B o o k | 147
12 Auxiliary Planning Units The following section contains dashboard metrics and multi-year income statements for Auxiliary Planning Units.
Auxiliaries exist to support the academic mission and vision of OHIO by providing services to all campus
customers and guests. Auxiliaries are revenue-generating units that are assessed allocated costs using the RCM
methodology.
Auxiliaries include: Intercollegiate Athletics, Culinary Services, Housing & Residence Life, Printing, and Parking
and Transportation.
148 | F Y 1 8 B u d g e t B o o k
Intercollegiate Athletics (ICA)
F Y 1 8 B u d g e t B o o k | 149
Athletics FY14 Actuals FY15 Actuals FY16 Actuals FY17 Budget FY17 Forecast FY18 Budget
REVENUES
1 State Appropriations -$ -$ -$ -$ -$ -$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 47,140 33,307 - 40,000 - -
4 Undergraduate Financial Aid (688,934) (7,461,278) (8,677,589) (8,152,695) (8,018,446) (8,434,880)
5 Net Undergraduate Tuition & Fees (641,794) (7,427,971) (8,677,589) (8,112,695) (8,018,446) (8,434,880)
6 Gross Graduate Tuition & Fees - - - - - -
7 Graduate Financial Aid (13,678) (9,889) (6,130) - - -
8 Net Graduate Tuition & Fees (13,678) (9,889) (6,130) - - -
9 Room & Board - - - - - -
10 Grants and Contracts 56,866 55,182 60,196 67,000 748,450 58,000
11 Facilities & Admin Costs Recovery - - - - - -
12 Gifts 2,337,758 3,048,380 3,331,622 1,710,685 2,384,046 2,440,678
13 Endowment Distributions 146,531 156,586 163,083 167,264 147,000 167,108
14 Investment Income - - - - - -
15 Other External Sales 6,683,198 6,561,017 7,991,993 6,242,972 7,776,653 6,827,000
16 Total Revenues 8,568,881$ 2,383,305$ 2,863,176$ 75,226$ 3,037,703$ 1,057,906$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 6,522,193 6,790,141 7,146,199 7,472,037 7,420,309 7,408,166
18 Total Benefits 1,751,372 2,027,030 2,084,767 2,360,860 2,386,463 2,440,409
19 Supplies & Services 7,896,815 7,183,854 7,981,684 7,039,349 8,219,875 6,621,528
20 Capitalized Costs 1,231,259 1,035,135 2,523,106 100,000 216,435 45,000
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 228,396 227,910 347,652 1,444,068 1,148,068 2,671,733
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (28,677) (43,891) (59,478) - - -
26 Total Direct Expenses 17,601,358$ 17,220,179$ 20,023,931$ 18,416,314$ 19,391,150$ 19,186,836$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (9,497,033) 438,658 319,007 2,324 2,323 (12,676)
28 Administrative Cost Allocations - (16,807,289) (18,211,325) (18,753,971) (18,669,229) (19,006,267)
29 Capital Cost Allocation - - - 836,834 836,834 1,578,228
30 Subvention Allocation - - - - - -
31 Subvention Distribution (58,774) - - - - -
32 Total Allocations and Transfers (9,555,807)$ (16,368,631)$ (17,892,317)$ (17,914,813)$ (17,830,072)$ (17,440,715)$
33 Total Expenses & Cost Allocations 8,045,551$ 851,548$ 2,131,614$ 501,501$ 1,561,078$ 1,746,121$
34 Results of Operations 523,329$ 1,531,757$ 731,562$ (426,275)$ 1,476,625$ (688,214)$
35 Transfers (from) Operating Reserve - - - (426,000) - -
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related (6,109) 155,664 568,176 - 332,932 2,632,447
39 Net Results 529,438$ 1,376,093$ 163,386$ (275)$ 1,143,693$ (3,320,662)$
40 Transfer Net Results to Fund Balance 529,438 1,376,093 163,386 (275) 1,143,693 (3,320,662)
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
150 | F Y 1 8 B u d g e t B o o k
Culinary Services
(3,166,667), -7%
39,844,024 , 82%
5,508,199 , 11%
FY18 Budgeted Revenues
Tuition, net
Room & Board
External Sales
14,629,974 , 33%
6,034,269 , 13%
17,252,065 , 39%
1,500,000 , 3%
307,980 , 1%
(2,120,464), -5%
2,856,823 , 6%
FY18 Budgeted Expenses & Allocations
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
Capitalized Costs
Internal Loan - Principal &Interest
Internal Sales
Indirect Cost Allocations
51 , 21%
187 , 79%
- , 0%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Administrators
* BE = Benefits Eligible; None BE = Not Benefits Eligible
238
$42,185,556 $40,460,647
F Y 1 8 B u d g e t B o o k | 151
Culinary Services FY17 Budget FY17 Forecast FY18 Budget FY2019 Forecast FY2020 Forecast FY2021 Forecast
REVENUES
1 State Appropriations -$ -$ -$ -$ -$ -$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees - - - - - -
4 Undergraduate Financial Aid (1,299,580) (1,333,334) (3,166,667) (3,500,000) (3,833,333) (3,833,333)
5 Net Undergraduate Tuition & Fees (1,299,580) (1,333,334) (3,166,667) (3,500,000) (3,833,333) (3,833,333)
6 Gross Graduate Tuition & Fees - - - - - -
7 Graduate Financial Aid - - - - - -
8 Net Graduate Tuition & Fees - - - - - -
9 Room & Board 41,768,099 41,528,520 39,844,024 40,630,455 41,432,605 42,250,817
10 Grants and Contracts - - - - - -
11 Facilities & Admin Costs Recovery - - - - - -
12 Gifts - - - - - -
13 Endowment Distributions - - - - - -
14 Investment Income - - - - - -
15 Other External Sales 5,723,178 5,427,740 5,508,199 5,552,729 5,597,704 5,643,129
16 Total Revenues 46,191,697$ 45,622,926$ 42,185,556$ 42,683,184$ 43,196,976$ 44,060,613$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 14,126,889 14,191,959 14,629,974 14,685,044 14,974,891 15,271,101
18 Total Benefits 5,991,948 5,070,342 6,034,269 6,225,518 6,687,484 6,948,495
19 Supplies & Services 18,893,769 18,313,745 17,252,065 17,427,149 17,916,470 18,420,477
20 Capitalized Costs 1,501,000 1,501,000 1,500,000 1,400,000 1,200,000 1,500,000
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 205,320 205,320 307,980 307,980 307,980 307,980
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (1,854,556) (2,072,452) (2,120,464) (2,141,664) (2,163,075) (2,184,701)
26 Total Direct Expenses 38,864,370$ 37,209,914$ 37,603,824$ 37,904,028$ 38,923,750$ 40,263,353$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers 105,000 241,714 251,564 251,564 251,564 251,564
28 Administrative Cost Allocations 2,806,165 2,806,165 2,856,823 2,925,483 3,060,942 3,207,761
29 Capital Cost Allocation - - - - - -
30 Subvention Allocation - - - - - -
31 Subvention Distribution - - - - - -
32 Total Allocations and Transfers 2,911,165$ 3,047,879$ 3,108,387$ 3,177,047$ 3,312,506$ 3,459,325$
33 Total Expenses & Cost Allocations 41,775,535$ 40,257,793$ 40,712,211$ 41,081,075$ 42,236,256$ 43,722,678$
34 Results of Operations 4,416,162$ 5,365,133$ 1,473,344$ 1,602,109$ 960,720$ 337,935$
35 Transfers (from) Operating Reserve - - - - - -
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related 2,100,000 1,600,000 2,698,712 2,986,398 2,411,331 405,807
39 Net Results 2,316,162$ 3,765,133$ (1,225,367)$ (1,384,289)$ (1,450,611)$ (67,872)$
40 Transfer Net Results to Fund Balance 2,316,162 3,765,133 (1,225,367) (1,384,289) (1,450,611) (67,872)
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
152 | F Y 1 8 B u d g e t B o o k
Housing & Residence Life
(891,897), -2%
53,041,463 , 96%
1,200,000 , 2%
FY18 Budgeted Revenues
Tuition, net
Room & Board
External Sales
4,363,420 , 11%
3,701,506 , 9%
8,250,092 , 20%
21,000 , 0%
10,736,001 , 26%(569,160), -1%
13,631,619 , 33%
FY18 Budgeted Expenses & Allocations
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
Capitalized Costs
Internal Loan - Principal &Interest
Internal Sales
Indirect Cost Allocations
28 , 70%
12 , 30%
Employee Headcount*
BE - Administrators
BE - Classified
* BE = Benefits Eligible; None BE = Not Benefits Eligible
40
$53,349,566 $40,134,478
F Y 1 8 B u d g e t B o o k | 153
Housing and Residence Life FY17 Budget FY17 Forecast FY18 Budget FY2019 Forecast FY2020 Forecast FY2021 Forecast
REVENUES
1 State Appropriations -$ -$ -$ -$ -$ -$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees - - - - - -
4 Undergraduate Financial Aid (695,667) (679,773) (862,333) (1,029,000) (1,195,667) (1,370,667)
5 Net Undergraduate Tuition & Fees (695,667) (679,773) (862,333) (1,029,000) (1,195,667) (1,370,667)
6 Gross Graduate Tuition & Fees - - - - - -
7 Graduate Financial Aid (24,564) (1,764) (29,564) (24,564) (24,564) (24,564)
8 Net Graduate Tuition & Fees (24,564) (1,764) (29,564) (24,564) (24,564) (24,564)
9 Room & Board 55,465,122 54,129,958 53,041,463 54,725,413 57,296,695 59,288,958
10 Grants and Contracts - - - - - -
11 Facilities & Admin Costs Recovery - - - - - -
12 Gifts - - - - - -
13 Endowment Distributions - - - - - -
14 Investment Income - - - - - -
15 Other External Sales 780,250 1,021,175 1,200,000 1,230,000 1,230,000 1,230,000
16 Total Revenues 55,525,141$ 54,469,596$ 53,349,566$ 54,901,849$ 57,306,464$ 59,123,727$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 4,157,172 3,947,706 4,363,420 4,403,714 4,504,135 4,605,666
18 Total Benefits 3,689,716 3,340,927 3,701,506 3,721,590 3,818,978 3,919,281
19 Supplies & Services 8,443,564 6,185,795 8,250,092 8,522,443 8,798,173 9,086,457
20 Capitalized Costs 21,000 363,298 21,000 21,000 21,000 21,000
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 10,828,331 10,828,331 10,736,001 10,732,557 10,733,529 13,008,388
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (432,160) (610,545) (569,160) (569,160) (569,160) (569,160)
26 Total Direct Expenses 26,707,623$ 24,055,512$ 26,502,859$ 26,832,144$ 27,306,655$ 30,071,632$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers 483,990 1,131,645 2,050,824 2,070,610 2,088,914 2,114,287
28 Administrative Cost Allocations 13,748,206 13,748,206 13,631,619 13,959,237 14,605,590 15,306,152
29 Capital Cost Allocation - - - - - -
30 Subvention Allocation - - - - - -
31 Subvention Distribution - - - - - -
32 Total Allocations and Transfers 14,232,196$ 14,879,851$ 15,682,443$ 16,029,847$ 16,694,504$ 17,420,439$
33 Total Expenses & Cost Allocations 40,939,819$ 38,935,363$ 42,185,302$ 42,861,991$ 44,001,159$ 47,492,071$
34 Results of Operations 14,585,322$ 15,534,233$ 11,164,264$ 12,039,858$ 13,305,305$ 11,631,656$
35 Transfers (from) Operating Reserve - - - - - -
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal 4,585,322 - - - - -
38 Transfers to (from) Plant Fund - Project Related 10,000,000 12,988,458 14,390,000 27,020,000 9,250,000 47,900,000
39 Net Results -$ 2,545,775$ (3,225,736)$ (14,980,142)$ 4,055,305$ (36,268,344)$
40 Transfer Net Results to Fund Balance - 2,545,775 (3,225,736) (14,980,142) 4,055,305 (36,268,344)
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
154 | F Y 1 8 B u d g e t B o o k
Printing
708,180 , 100%
FY18 Budgeted Revenues
External Sales
722,747 , 14%
321,371 , 6%
1,629,430 , 31%
(2,278,938), -44%
240,434 , 5%
FY18 Budgeted Expenses & Allocations
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
Internal Sales
Indirect Cost Allocations
5 , 36%
9 , 64%
Employee Headcount*
BE - Administrators
BE - Classified
* BE = Benefits Eligible; None BE = Not Benefits Eligible
14
$708,180 $635,044
F Y 1 8 B u d g e t B o o k | 155
Printing FY17 Budget FY17 Forecast FY18 Budget FY2019 Forecast FY2020 Forecast FY2021 Forecast
REVENUES
1 State Appropriations -$ -$ -$ -$ -$ -$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees - - - - - -
4 Undergraduate Financial Aid - - - - - -
5 Net Undergraduate Tuition & Fees - - - - - -
6 Gross Graduate Tuition & Fees - - - - - -
7 Graduate Financial Aid - - - - - -
8 Net Graduate Tuition & Fees - - - - - -
9 Room & Board - - - - - -
10 Grants and Contracts - - - - - -
11 Facilities & Admin Costs Recovery - - - - - -
12 Gifts - - - - - -
13 Endowment Distributions - - - - - -
14 Investment Income - - - - - -
15 Other External Sales 672,180 672,180 708,180 722,344 736,790 751,526
16 Total Revenues 672,180$ 672,180$ 708,180$ 722,344$ 736,790$ 751,526$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 732,074 710,449 722,747 722,747 731,146 746,762
18 Total Benefits 311,526 309,037 321,371 331,061 347,426 361,346
19 Supplies & Services 1,801,989 1,499,926 1,629,430 1,662,019 1,695,259 1,729,164
20 Capitalized Costs - 23,000 - - - -
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest - - - - - -
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (2,702,184) (2,100,000) (2,278,938) (2,324,517) (2,382,630) (2,442,195)
26 Total Direct Expenses 143,405$ 442,412$ 394,610$ 391,310$ 391,201$ 395,076$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (2,608) (2,608) (2,608) (2,608) (2,608) (2,608)
28 Administrative Cost Allocations 229,506 229,506 240,434 246,213 257,613 269,970
29 Capital Cost Allocation - - - - - -
30 Subvention Allocation - - - - - -
31 Subvention Distribution - - - - - -
32 Total Allocations and Transfers 226,898$ 226,898$ 237,826$ 243,605$ 255,005$ 267,362$
33 Total Expenses & Cost Allocations 370,303$ 669,310$ 632,436$ 634,915$ 646,206$ 662,438$
34 Results of Operations 301,877$ 2,870$ 75,744$ 87,429$ 90,584$ 89,088$
35 Transfers (from) Operating Reserve - - - - - -
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - - - -
39 Net Results 301,877$ 2,870$ 75,744$ 87,429$ 90,584$ 89,088$
40 Transfer Net Results to Fund Balance 301,877 2,870 75,744 87,429 90,584 89,088
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
156 | F Y 1 8 B u d g e t B o o k
Parking & Transportation
2,868,997 , 100%
FY18 Budgeted Revenues
External Sales
1,500,504 , 24%
604,647 , 9%
1,878,545 , 30%
100,000 , 2%
(2,029,367), -32%
219,340 , 3%
FY18 Budgeted Expenses & Allocations
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
Internal Loan - Principal &Interest
Internal Sales
Indirect Cost Allocations
8 , 23%
16 , 46%
4 , 11%
7 , 20%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Administrators
Non BE - Classified
* BE = Benefits Eligible; None BE = Not Benefits Eligible
35
$2,868,997 $2,273,669
F Y 1 8 B u d g e t B o o k | 157
Parking & Transportation FY17 Budget FY17 Forecast FY18 Budget FY2019 Forecast FY2020 Forecast FY2021 Forecast
REVENUES
1 State Appropriations -$ -$ -$ -$ -$ -$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees - - - - - -
4 Undergraduate Financial Aid - - - - - -
5 Net Undergraduate Tuition & Fees - - - - - -
6 Gross Graduate Tuition & Fees - - - - - -
7 Graduate Financial Aid - - - - - -
8 Net Graduate Tuition & Fees - - - - - -
9 Room & Board - - - - - -
10 Grants and Contracts - - - - - -
11 Facilities & Admin Costs Recovery - - - - - -
12 Gifts - - - - - -
13 Endowment Distributions - - - - - -
14 Investment Income - - - - - -
15 Other External Sales 2,801,000 3,071,216 2,868,997 3,071,216 3,071,216 3,071,216
16 Total Revenues 2,801,000$ 3,071,216$ 2,868,997$ 3,071,216$ 3,071,216$ 3,071,216$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 1,540,739 1,620,597 1,500,504 1,500,504 1,524,398 1,548,770
18 Total Benefits 581,958 581,377 604,647 621,489 645,092 669,825
19 Supplies & Services 1,866,023 2,286,820 1,878,545 2,426,085 2,498,870 2,573,836
20 Capitalized Costs 4,200 - - - - -
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 100,000 100,000 100,000 100,000 100,000 100,000
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (2,159,850) (2,325,053) (2,029,367) (2,325,053) (2,325,053) (2,325,053)
26 Total Direct Expenses 1,933,070$ 2,263,741$ 2,054,329$ 2,323,025$ 2,443,307$ 2,567,378$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers 80,500 62,000 122,000 122,000 122,000 122,000
28 Administrative Cost Allocations 210,628 212,523 219,340 224,612 235,012 246,284
29 Capital Cost Allocation - - - - - -
30 Subvention Allocation - - - - - -
31 Subvention Distribution - - - - - -
32 Total Allocations and Transfers 291,128$ 274,523$ 341,340$ 346,612$ 357,012$ 368,284$
33 Total Expenses & Cost Allocations 2,224,198$ 2,538,264$ 2,395,669$ 2,669,637$ 2,800,319$ 2,935,662$
34 Results of Operations 576,802$ 532,952$ 473,328$ 401,579$ 270,897$ 135,554$
35 Transfers (from) Operating Reserve - (550,000) (225,000) (105,000) (275,000) (500,000)
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - 550,000 225,000 105,000 275,000 500,000
38 Transfers to (from) Plant Fund - Project Related 150,000 150,000 150,000 150,000 150,000 150,000
39 Net Results 426,802$ 382,952$ 323,328$ 251,579$ 120,897$ (14,446)$
40 Transfer Net Results to Fund Balance 426,802 382,952 323,328 251,579 120,897 (14,446)
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
F Y 1 8 B u d g e t B o o k | 158
F Y 1 8 B u d g e t B o o k | 159
13 Administrative & Academic Support Planning Units
The following section contains dashboard metrics for administrative and academic support planning units. As
most administrative and academic support planning units are not revenue-generating, only their expenses and
headcounts are presented in this section.
Administrative and academic support units include Advancement, Airport, Athena, Bobcat Depot, Campus
Recreation, Child Development Center, Graduate College, Instructional Innovation, International Student &
Faculty Services, Kennedy Museum, Library, Marching 101, Office of Information Technology, President, Provost,
Finance & Administration, Research, Student Affairs, Wellworks, and WOUB Center for Public Media.
160 | F Y 1 8 B u d g e t B o o k
Advancement
Airport
Athena Cinema
791,803 , 36%
290,566 , 13%
880,939 , 40%
236,559 , 11%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayrollBenefits
Operating Expenses
Internal Loan - Principal &Interest
$5,158,867
5 , 38%
8 , 62%
Employee Headcount*
BE - Administrators
BE - Classified
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
13
1 , 100%
Employee Headcount*
BE - Classified
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
1
255,047 , 61%68,526 , 17%
92,150 , 22%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
$415,723
F Y 1 8 B u d g e t B o o k | 161
Bobcat Depot
Campus Recreation
Child Development Center (CDC)
238,210 , 5%77,726 , 1%
4,961,698 , 94%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
$5,277,634
1 , 100%
Employee Headcount*
BE - Administrators
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
1
2,275,687 , 42%
570,965 , 10%682,094 , 12%
1,946,510 , 36%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayrollBenefits
Operating Expenses
Internal Loan - Principal &Interest
$5,475,256
15 , 65%2 , 9%
6 , 26%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Administrators
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
23
745,490 , 65%
334,726 , 29%
74,292 , 6%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
$1,154,508
2 , 12%
1 , 6%
14 , 82%
Employee Headcount*
BE - Administrators
BE - Classified
BE - Group II Faculty
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
17
162 | F Y 1 8 B u d g e t B o o k
Enrollment Management
Graduate College
Instructional Innovation
6,405,576 , 50%
2,559,960 , 20%
3,772,703 , 30%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
$12,738,239 60 , 61%
38 , 38%
1 , 1%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE -Administrators
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
99
2,691,584 , 59%979,664 , 21%
894,653 , 20%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses$4,565,901
29 , 78%
7 , 19%
1 , 3%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Administrators
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
37
1,008,416 , 69%
393,527 , 27%
59,808 , 4% 5,000 , 0%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayrollBenefits
Operating Expenses
Capitalized Costs
$1,466,751 11 , 50%
5 , 23%
6 , 27%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Administrators
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
22
F Y 1 8 B u d g e t B o o k | 163
International Student & Faculty Services (ISFS)
Kennedy Museum
335,116 , 62%
137,185 , 25%
72,000 , 13%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
5 , 71%
2 , 29%
Employee Headcount*
BE - Administrators
BE - Classified
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
$544,301 7
393,968 , 68%
84,822 , 14%
102,682 , 18%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
$581,471
3 , 60%1 , 20%
1 , 20%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Administrators
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
5
164 | F Y 1 8 B u d g e t B o o k
Library
Marching 110
Library - Dashboard
4,962,626 , 40%
1,766,611 , 14%1,205,749 , 10%
3,661,679 , 29%
918,429 , 7%
FY18 Budgeted Expenses
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Acquisitions-Electronic Resources
Acquisitions-Capitalized Costs
$12,515,094 37 , 51%36 , 49%
Employee Headcount*
BE - Administrators
BE - Classified
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
73
46,818 , 17%
21,845 , 8%
201,509 , 75%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
$270,172
1 , 100%
Employee Headcount*
BE - Administrators
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
1
F Y 1 8 B u d g e t B o o k | 165
Marketing
Office of Information Technology (OIT)
One Card Office
1,459,685 , 67%
519,159 , 24%
193,200 , 9%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
$2,172,044
20 , 91%
1 , 4%
1 , 5%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE -Administrators
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
22
176,185 , 39%
71,021 , 16%
207,050 , 45%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
$454,256 4 , 50%4 , 50%
Employee Headcount*
BE - Administrators
BE - Classified
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
8
166 | F Y 1 8 B u d g e t B o o k
President
Provost
Research
3,545,386 , 67%
1,081,132 , 20%
660,892 , 13%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
$5,287,410
25 , 89%
3 , 11%
Employee Headcount*
BE - Administrators
BE - Classified
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
28
4,468,718 , 50%
1,389,938 , 16%
3,057,027 , 34%
33,818 , 0%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayrollBenefits
Operating Expenses
Internal Loan - Principal &Interest
$8,949,501
46 , 81%
10 , 17%
1 , 2%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Classified
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
57
4,148,420 , 52%
1,413,541 , 17%
2,389,932 , 30%
6,000 , 0% 78,000 , 1%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayrollBenefits
Operating Expenses
Capitalized Costs
Internal Loan - Principal &Interest
$8,035,893
43 , 73%
12 , 20%
4 , 7%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Administrators
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
59
F Y 1 8 B u d g e t B o o k | 167
Student Affairs
Finance & Administration (VPFA)
35,560,326 , 58%14,560,344 , 24%
10,404,436 , 17%
351,888 , 1%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayrollBenefits
Operating Expenses
Capitalized Costs
$60,876,994
174 , 26%
468 , 71%
7 , 1%
10 , 2%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Administrators
Non BE - Classified
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
659
6,291,921 , 47%
2,009,407 , 15%
2,225,892 , 16%
2,941,000 , 22%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayrollBenefits
Operating Expenses
Internal Loan - Principal &Interest
$13,468,220
65 , 79%
12 , 15%
3 , 4%
2 , 2%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Administrators
Non BE - Classified
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
82
168 | F Y 1 8 B u d g e t B o o k
WellWorks
WOUB Center for Public Media
748,986 , 73%
195,839 , 19%
84,720 , 8%
FY18 Budgeted Expenses
Salaries, Wages, & OtherPayroll
Benefits
Operating Expenses
$1,029,545
7 , 35%
1 , 5%
12 , 60%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Administrators
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
20
2,291,094 , 37%
837,595 , 14%
2,143,731 , 35%
490,485 , 8%
353,463 , 6%
FY18 Budgeted Expenses
Salaries, Wages, & Other Payroll
Benefits
Operating Expenses
Capitalized Costs
Internal Loan - Principal & Interest
$6,116,368
27 , 64%
8 , 19%
2 , 5%
5 , 12%
Employee Headcount*
BE - Administrators
BE - Classified
Non BE - Administrators
Non BE - Classified
* BE = Benefits Eligible; Non BE = Not Benefits Eligible
42
F Y 1 8 B u d g e t B o o k | 169
14 Component Units
Component Units, also known as affiliated entities, are one or more corporations or other appropriate business
entities that are operated as entities separate from Ohio University or the Ohio University Foundation, to pursue
purposes consistent with the overall mission of the University and the Foundation. These organizations are
incorporated into the “All Funds” presentation of the University budget in Section 2 and presented in Section
18.
Ohio University components include:
Tech GROWTH Ohio Fund
Tech GROWTH Ohio Fund was established in August of 2008, is a not-for-profit organization incorporated in the
state of Ohio for the exclusive purpose of charitable, educational, and scientific endeavors in areas involving the
advancement of technology, increasing technology-based and/or other entrepreneurial commercialization
ventures throughout Southeast Ohio that offer economic development prospects for the region.
Ohio University Foundation components include:
Inn-Ohio of Athens Inc.
Inn-Ohio of Athens, Inc. owns and operates a 139-room hotel and restaurant facility in Athens, Ohio known as
the Ohio University Inn.
Sugar Bush Foundation
The Sugar Bush Foundation was formed in August 2005, as an Ohio not-for-profit corporation and is a
supporting organization as defined in Code Section 509(a)(3). The sole purpose of the organization is to commit
all charitable contributions to the Ohio University Foundation.
Russ LLCs
Russ LLCs consist of three limited liability companies that were created in 2009 to receive property distributions
from the Dolores H. Russ Trust for the benefit of the Russ College of Engineering. Collectively referred to as the
Russ LLCs, the three limited liability companies are Fritz J. and Dolores H. Russ Holdings LLC, Russ North Valley
Road LLC, and the Russ Research Center LLC. A fourth LLC, known as Russ Center North, LLC, was created during
FY16 for the purpose of purchasing and holding property adjacent to the Russ Research Center.
F Y 1 8 B u d g e t B o o k | 170
F Y 1 8 B u d g e t B o o k | 171
15 Academic Investments
As part of the University’s Spring Financial Review Meetings, each college was tasked with preparing a ranked
list of budget savings to help reduce the FY 2018 gap between revenues and expenditures. A summary of the
tiered budget reductions by category of expense and priority ranking, appears below:
In consultation with University Leadership, the colleges collectively adopted approximately $10.0M in reductions
in their respective FY18 budgets. Alternative funding sources were utilized to reduce unrestricted budget
expenses, including the use of one-time College and University reserve funding to allow Academic Units to
strategically realign their expenses.
For FY18, Academic Units brought forward $0.84M of base and OTO investment requests. Due to constrained
resources, no decisions have been made regarding the status of these requests at this time. A summary of these
requests by Base/OTO and use can be found below.
Academic Investment Requests
Priority RankingReduction to
Supplies & Services
Faculty Early
Retirees
Summer
InstructionFaculty Vacancies
Distributed IT
Support
Delayed Equipment
Replacement
Alternative Fund
Source (e.g. OUF)
Tier 1: Minimal Disruption X X X X X
Tier 2: Material Disruption
to Support ServiceX X X X
Tier 3: Reduction to
delivery of academic
activity
X X X X
Decision Status Planning Unit Base/OTO Use Category 2018
Request Health Sciences Base Expanded Offering (101,067)$
Request Health Sciences Base Revenue Opportunity (101,067)$
Request Honors Base Expanded Offering (96,338)$
Request Regional Campuses OTO Expanded Offering (82,767)$
Request Voinovich Base Expanded Offering (454,991)$
Request Total (836,230)$
Grand Total (836,230)$
F Y 1 8 B u d g e t B o o k | 172
F Y 1 8 B u d g e t B o o k | 173
16 Administrative Investments
As part of the University’s spring budget review process, Administrative Planning Units were tasked with
preparing a ranked list of budget savings in order to achieve a collective 5% expense reduction in FY18. This
budget reduction exercise was completed in tandem with the Academic Unit’s request to identify annual savings
to address the anticipated gap in revenues and expenses for the upcoming year.
In consultation with University Leadership, the Administrative Planning Units adopted approximately $6.0M in
expense reductions in their respective FY18 budgets; including both base and one-time-only savings. In addition
to requesting that Administrative Units reduce FY18 expenditures, they have been tasked with achieving 7.0% in
base savings by FY20.
The following provides a summary of the FY18 savings achieved by each, applicable planning unit:
174 | F Y 1 8 B u d g e t B o o k
Administrative Units brought forward over $3.7M of investment requests for FY18 versus a planning assumption
of $1M. At this time, funding decisions have only been made regarding $0.4M of those requests. The majority of
these committed requests are carried over from FY17. A summary of these requests by decision status,
Base/OTO, and use can be found below.
Decision Status Planning Unit Base/OTO Use Category 2018
Committed Information Technology Base Expanded Offering (166,150)$
Committed Information Technology Base Inflation (38,567)$
Committed Information Technology Base Regulatory Compliance (160,000)$
Committed Total (364,717)$
Request Child Development Center OTO Infrastructure (145,000)$
Request Enrollment Management Base Expanded Offering (55,000)$
Request Enrollment Management Base Expansion (70,527)$
Request Enrollment Management Base Inflation (75,000)$
Request Enrollment Management Base Infrastructure (63,058)$
Request Enrollment Management Base Regulatory Compliance (226,500)$
Request Enrollment Management Base Revenue Opportunity (194,887)$
Request Enrollment Management Base Size/Enrollment Pressures (64,281)$
Request Enrollment Management OTO Expanded Offering (175,000)$
Request Facilities Management Base Expansion (232,117)$
Request Facilities Management Base Other (257,972)$
Request Information Technology Base Inflation (81,683)$
Request Information Technology Base Infrastructure (250,000)$
Request Information Technology Base Size/Enrollment Pressures (25,000)$
Request Information Technology Base Size/Enrollment (45,965)$
Request Library Base Health & Life Safety (93,825)$
Request Marketing Base Revenue Opportunity (30,722)$
Request Marketing Base Size/Enrollment Pressures (45,000)$
Request Marketing OTO Infrastructure (75,000)$
Request Provost Base Regulatory Compliance (129,265)$
Request Provost OTO Expanded Offering (8,000)$
Request Provost OTO Regulatory Compliance (5,000)$
Request VP Advancement Base Revenue Opportunity (600,000)$
Request WOUB OTO Regulatory Compliance (373,030)$
Request Total (3,321,833)$
Grand Total (3,686,549)$
F Y 1 8 B u d g e t B o o k | 175
17 Planning Unit Summaries
Across the following pages, each of these summary columns are presented with Planning Unit detail.
Athens Colleges & Schools Library
Arts & Sciences Marching 1101
Business President
Communication Marketing
Education President
Engineering Office of Information Technology (OIT)
Fine Arts OIT
Health Sciences One Card
Honors Tutorial College (HTC) Provost
Office of Global Affairs and International Studies (OGAIS) Provost
University College Enrollment Management
Voinovich Instructional Innovation
Heritage College of Osteopathic Medicine (HCOM) Student Affairs
HCOM Athens Bobcat Depot
HCOM Cleveland Campus Recreation
HCOM Dublin Student Affairs
Regional Campuses Research
Chillicothe Campus Research
Eastern Campus Graduate College
Executive Dean Graduate College General Fee
Lancaster Campus Finance and Administration
Southern Campus Airport
Zanesville Campus Custodial
Auxiliaries Design and Constructions
Athletics (ICA) Facilities
Culinary Services Finance
Housing Grounds
Parking & Transportation Human Resources (HR)
Printing Logistics
Administrative & Academic Support Maintenance
Advancement Ohio University Police Department (OUPD)
Athena1 Real Estate
Benefits Risk Management
Employee Fee Waivers WellWorks4
Healthcare Expense WOUB5
Workers Compensation Expense Capital Improvement
Central Pool Transfer Adjustments
Central Pool
Central Revenue Subvention Investment Pool
Central Financial Aid Strategic Opportunity Reserve
Debt Service Institutional Reserves
General Fee Central Provost Reserves
Healthcare Collection Subvention
Indirect Cost Collection
Utilities Academic Support Units Affiliated with Colleges
Workers Compensation Collection 1 Fine Arts
Child Development Center (CDC) 2 2 Education
International Student & Faculty Services (ISFS) 3 3 OGAIS
Kennedy Museum1 4 Health Sciences5 Communication
176 | F Y 1 8 B u d g e t B o o k
Athens Colleges and Schools
(in millions)
Athens Colleges
and Schools
Regional
Campuses and
Centers
Auxiliaries
Administrative
& Academic
Support
Strategic
Opportuinity
Reserve &
Subvention
Operating
Activity
Subtotal
Non Operating
Activity
Financial
Statement Adj
& Component
Units
GAAP Adj
Totals
REVENUES
1 State Appropriations 137.4$ 24.3$ -$ 0.2$ 2.9$ 164.8$ 2.0$ -$ 166.8$
2 State Appropriations - Capital - - - - - - 32.5 - 32.5
3 Gross Undergraduate Tuition & Fees 258.3 35.4 - 5.3 4.6 303.6 - - 303.6
4 Undergraduate Financial Aid (46.2) (5.4) (12.5) 6.3 (4.8) (62.5) - - (62.5)
5 Net Undergraduate Tuition & Fees 212.1 30.0 (12.5) 11.6 (0.2) 241.1 - - 241.1
6 Gross Graduate Tuition & Fees 114.3 0.3 - 0.7 - 115.3 - - 115.3
7 Graduate Financial Aid (28.0) (0.1) - (0.1) - (28.2) - - (28.2)
8 Net Graduate Tuition & Fees 86.3 0.3 - 0.6 - 87.1 - - 87.1
9 Room & Board - - 92.9 - - 92.9 - - 92.9
10 Grants and Contracts 36.4 2.1 0.1 6.8 - 45.4 4.2 - 49.6
11 Facilities & Admin Costs Recovery 4.9 - - 1.1 - 6.0 - - 6.0
12 Gifts 4.9 0.3 2.4 2.3 - 10.0 10.0 - 20.0
13 Endowment Distributions 13.1 0.7 0.2 14.0 - 28.0 (28.0) - -
14 Investment Income - - - 1.6 4.5 6.1 47.9 0.3 54.3
15 Other External Sales 5.2 0.8 17.1 15.8 - 38.9 - 6.5 45.4
16 Total Revenues 500.5$ 58.5$ 100.2$ 53.8$ 7.2$ 720.2$ 68.6$ 6.8$ 795.7$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 205.0 32.9 28.6 101.0 - 367.6 - - 367.6
18 Total Benefits 61.2 11.0 13.1 39.8 - 125.1 - - 125.1
19 Supplies & Services 67.4 6.8 35.6 79.5 - 189.2 0.2 3.9 193.3
20 Capitalized Costs 2.3 - 1.6 4.7 - 8.6 162.5 (171.1) -
21 Depreciation - - - - - - - 50.1 50.1
22 Internal Loan - Principal & Interest 5.4 0.3 13.8 31.7 - 51.1 (51.1) - -
23 Debt Service - Principal - - - - - - 16.1 (16.1) -
24 Debt Service - Interest - - - - - - 30.0 (1.5) 28.4
25 Internal Sales (2.0) - (7.0) (13.1) - (22.1) - - (22.1)
26 Total Direct Expenses 339.3$ 51.0$ 85.7$ 243.5$ -$ 719.6$ 157.6$ (134.7)$ 742.5$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (7.7) (0.7) 2.4 (14.6) 20.5 - - - -
28 Administrative Cost Allocations 149.2 15.4 (2.1) (164.3) 1.7 - - - -
29 Capital Cost Allocation 11.5 - 1.6 (13.1) - - - - -
30 Subvention Allocation 54.4 6.8 - - (61.2) - - - -
31 Subvention Distribution (46.4) (14.5) - (0.4) 61.3 - - - -
32 Total Allocations and Transfers 161.1$ 7.0$ 1.9$ (192.4)$ 22.4$ -$ -$ -$ -$
33 Total Expenses & Cost Allocations 500.4$ 58.0$ 87.7$ 51.1$ 22.4$ 719.6$ 157.6$ (134.7)$ 742.5$
34 Results of Operations 0.1$ 0.5$ 12.5$ 2.7$ (15.2)$ 0.6$ (88.9)$ 141.5$ 53.2$
35 Transfers (from) Operating Reserve (6.7) - (0.2) (13.5) (15.9) (36.3) 17.9 18.4 -
36 Transfers to (from) Quasi Endowments - - - 14.1 0.8 14.9 (14.9) - -
37 Provisions for Facility and Equipment Renewal - - 0.2 - - 0.2 (0.2) - -
38 Transfers to (from) Plant Fund - Project Related 5.1 - 19.9 2.6 - 27.6 (27.6) - -
39 Net Results 1.6$ 0.5$ (7.4)$ (0.6)$ -$ (5.8)$ (64.1)$ 123.1$ 53.2$
40 Transfer Net Results to Fund Balance 1.6 0.5 (7.4) (0.6) - (5.8) 5.8 - -
41 Adjusted Net Results -$ -$ -$ -$ -$ -$ (69.9)$ 123.1$ 53.2$
F Y 1 8 B u d g e t B o o k | 177
Arts & Sciences Business Communication Education Engineering Fine Arts
REVENUES
1 State Appropriations 36,007,913$ 12,744,848$ 7,945,475$ 10,527,432$ 8,033,853$ 7,101,575$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 99,494,864 33,128,164 21,127,967 16,724,196 15,528,796 15,816,956
4 Undergraduate Financial Aid (18,029,748) (5,764,696) (3,880,740) (2,819,862) (4,210,498) (3,090,686)
5 Net Undergraduate Tuition & Fees 81,465,116 27,363,468 17,247,227 13,904,334 11,318,298 12,726,270
6 Gross Graduate Tuition & Fees 13,181,955 16,769,415 2,575,120 9,775,724 7,150,000 3,626,615
7 Graduate Financial Aid (8,567,607) (803,321) (1,819,489) (3,176,465) (3,805,000) (2,941,641)
8 Net Graduate Tuition & Fees 4,614,348 15,966,094 755,631 6,599,259 3,345,000 684,974
9 Room & Board - - - - - -
10 Grants and Contracts 5,924,752 73,125 550,000 1,120,000 7,300,000 85,025
11 Facilities & Admin Costs Recovery 1,556,236 - 55,000 70,000 1,815,480 -
12 Gifts 341,157 936,000 1,618,000 145,000 150,000 294,000
13 Endowment Distributions 1,249,504 919,700 1,232,329 373,093 6,746,171 332,718
14 Investment Income - - - - - -
15 Other External Sales 85,273 1,511,700 - - 225,000 482,084
16 Total Revenues 131,244,299$ 59,514,935$ 29,403,662$ 32,739,118$ 38,933,802$ 21,706,646$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 55,424,817 20,841,891 12,357,063 12,677,023 22,389,287 12,343,572
18 Total Benefits 15,985,145 5,536,772 3,483,857 3,800,833 6,041,190 4,019,367
19 Supplies & Services 7,177,903 10,405,132 2,216,499 1,026,542 7,111,752 2,494,155
20 Capitalized Costs 345,006 - - - 650,000 105,000
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 40,522 719,392 - 475,000 848,000 -
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales - - - - (150,000) -
26 Total Direct Expenses 78,973,392$ 37,503,187$ 18,057,418$ 17,979,398$ 36,890,229$ 18,962,094$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (733,424) (518,686) (543,523) (121,202) (993,709) (1,210,279)
28 Administrative Cost Allocations 32,954,092 17,064,426 12,795,664 10,788,286 14,739,047 8,850,439
29 Capital Cost Allocation 3,864,212 584,891 1,578,248 894,187 1,457,266 1,027,973
30 Subvention Allocation 15,525,426 6,895,881 3,257,907 3,855,227 3,143,404 2,567,428
31 Subvention Distribution 3,430,556 (1,777,912) (6,756,328) (407,117) (15,660,685) (7,836,374)
32 Total Allocations and Transfers 55,040,863$ 22,248,600$ 10,331,967$ 15,009,381$ 2,685,323$ 3,399,187$
33 Total Expenses & Cost Allocations 134,014,255$ 59,751,787$ 28,389,386$ 32,988,779$ 39,575,552$ 22,361,281$
34 Results of Operations (2,769,956)$ (236,852)$ 1,014,277$ (249,661)$ (641,750)$ (654,635)$
35 Transfers (from) Operating Reserve (2,769,956) (1,129,664) (338,585) (673,247) - (440,717)
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - - 1,000,000 - - -
- - - - - -
39 Net Results -$ 892,812$ 352,862$ 423,586$ (641,750)$ (213,918)$
40 Transfer Net Results to Fund Balance - 892,812 352,862 423,586 (641,750) (213,918)
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
178 | F Y 1 8 B u d g e t B o o k
Health Sciences Honors OGAIS University College Voinovich Subtotal: Athens
Colleges
REVENUES
1 State Appropriations 29,409,978$ 47,224$ 874,668$ 1,989,706$ 2,249,991$ 116,932,662$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees 43,967,781 172,475 4,831,583 7,259,628 113,361 258,165,771
4 Undergraduate Financial Aid (4,451,563) (1,210,581) (304,571) (2,319,833) (19,752) (46,102,529)
5 Net Undergraduate Tuition & Fees 39,516,218 (1,038,106) 4,527,012 4,939,795 93,609 212,063,242
6 Gross Graduate Tuition & Fees 15,697,018 - 1,743,600 - 2,275,896 72,795,343
7 Graduate Financial Aid (2,298,877) - (1,464,753) - (391,875) (25,269,027)
8 Net Graduate Tuition & Fees 13,398,141 - 278,847 - 1,884,021 47,526,315
9 Room & Board - - - - - -
10 Grants and Contracts 4,703,445 - - 315,000 5,796,085 25,867,431
11 Facilities & Admin Costs Recovery 32,443 - - - 748,610 4,277,769
12 Gifts 197,563 30,000 - 75,000 41,864 3,828,584
13 Endowment Distributions 154,765 1,194,153 234,320 22,482 19,432 12,478,667
14 Investment Income - - - - - -
15 Other External Sales 1,040,454 - 497,026 109,000 200,191 4,150,728
16 Total Revenues 88,453,007$ 233,271$ 6,411,873$ 7,450,983$ 11,033,803$ 427,125,399$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 20,675,078 757,377 2,257,641 4,017,395 7,373,570 171,114,713
18 Total Benefits 6,539,146 269,778 629,099 1,431,418 2,225,074 49,961,678
19 Supplies & Services 11,674,336 507,825 3,941,486 1,473,145 5,379,850 53,408,625
20 Capitalized Costs - - 10,000 - - 1,110,006
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest - - 5,970 - - 2,088,884
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (1,711,416) - - - - (1,861,416)
26 Total Direct Expenses 37,177,144$ 1,534,980$ 6,844,196$ 6,921,958$ 14,978,494$ 275,822,490$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (189,239) (60,670) 65,000 (626,704) (2,090,616) (7,023,051)
28 Administrative Cost Allocations 30,775,337 183,182 1,051,418 10,741,692 1,304,529 141,248,111
29 Capital Cost Allocation 974,153 9,005 109,512 112,586 201,092 10,813,126
30 Subvention Allocation 10,354,582 23,706 465,513 869,938 423,799 47,382,811
31 Subvention Distribution 8,426,126 (1,366,742) (2,211,460) (10,568,487) (3,609,775) (38,338,198)
32 Total Allocations and Transfers 50,340,959$ (1,211,519)$ (520,017)$ 529,025$ (3,770,970)$ 154,082,799$
33 Total Expenses & Cost Allocations 87,518,103$ 323,461$ 6,324,179$ 7,450,983$ 11,207,523$ 429,905,288$
34 Results of Operations 934,904$ (90,190)$ 87,694$ -$ (173,721)$ (2,779,890)$
35 Transfers (from) Operating Reserve - (94,022) - - (181,528) (5,627,719)
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - - - 1,000,000
- - - - - -
39 Net Results 934,904$ 3,832$ 87,694$ -$ 7,807$ 1,847,829$
40 Transfer Net Results to Fund Balance 934,904 3,832 87,694 - 7,807 1,847,829
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
F Y 1 8 B u d g e t B o o k | 179
HCOM Athens HCOM Cleveland HCOM Dublin Subtotal: College
of Medicine
Total: Athens Colleges
and Schools
REVENUES
1 State Appropriations 20,515,447$ -$ -$ 20,515,447$ 137,448,109$
2 State Appropriations - Capital - - - - -
3 Gross Undergraduate Tuition & Fees 61,056 22,896 22,048 106,000 258,271,771
4 Undergraduate Financial Aid (50,948) - - (50,948) (46,153,477)
5 Net Undergraduate Tuition & Fees 10,108 22,896 22,048 55,052 212,118,294
6 Gross Graduate Tuition & Fees 25,453,494 7,007,752 9,043,481 41,504,727 114,300,070
7 Graduate Financial Aid (1,944,789) (353,597) (431,692) (2,730,078) (27,999,105)
8 Net Graduate Tuition & Fees 23,508,705 6,654,155 8,611,789 38,774,649 86,300,964
9 Room & Board - - - - -
10 Grants and Contracts 9,174,754 100,147 1,304,459 10,579,360 36,446,791
11 Facilities & Admin Costs Recovery 662,822 - - 662,822 4,940,591
12 Gifts 500,000 535,500 50,000 1,085,500 4,914,084
13 Endowment Distributions 631,349 - 1,634 632,983 13,111,650
14 Investment Income - - - - -
15 Other External Sales 250,000 2,500 836,446 1,088,946 5,239,674
16 Total Revenues 55,253,185$ 7,315,198$ 10,826,376$ 73,394,759$ 500,520,158$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 29,278,054 2,198,823 2,454,516 33,931,393 205,046,106
18 Total Benefits 9,697,414 716,311 834,778 11,248,503 61,210,181
19 Supplies & Services 11,053,500 1,390,126 1,497,800 13,941,426 67,350,051
20 Capitalized Costs 1,142,754 25,000 10,100 1,177,854 2,287,860
21 Depreciation - - - - -
22 Internal Loan - Principal & Interest - 2,061,707 1,229,312 3,291,019 5,379,903
23 Debt Service - Principal - - - - -
24 Debt Service - Interest - - - - -
25 Internal Sales - - (98,328) (98,328) (1,959,744)
26 Total Direct Expenses 51,171,722$ 6,391,967$ 5,928,178$ 63,491,867$ 339,314,357$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (2,848,830) 1,184,678 1,010,512 (653,640) (7,676,691)
28 Administrative Cost Allocations 7,172,362 337,022 492,262 8,001,646 149,249,757
29 Capital Cost Allocation 709,180 - - 709,180 11,522,306
30 Subvention Allocation 5,121,792 811,599 1,066,746 7,000,137 54,382,947
31 Subvention Distribution (6,141,871) (811,599) (1,066,746) (8,020,216) (46,358,414)
32 Total Allocations and Transfers 4,012,633$ 1,521,700$ 1,502,774$ 7,037,107$ 161,119,906$
33 Total Expenses & Cost Allocations 55,184,355$ 7,913,667$ 7,430,952$ 70,528,974$ 500,434,262$
34 Results of Operations 68,830$ (598,469)$ 3,395,424$ 2,865,785$ 85,895$
35 Transfers (from) Operating Reserve (1,032,116) - - (1,032,116) (6,659,835)
36 Transfers to (from) Quasi Endowments - - - - -
37 Provisions for Facility and Equipment Renewal - - - - -
38 Transfers to (from) Plant Fund - Project Related 1,193,062 - 2,948,094 4,141,156 5,141,156
- - - - -
39 Net Results (92,116)$ (598,469)$ 447,330$ (243,255)$ 1,604,574$
40 Transfer Net Results to Fund Balance (92,116) (598,469) 447,330 (243,255) 1,604,574
41 Adjusted Net Results -$ -$ -$ -$ -$
180 | F Y 1 8 B u d g e t B o o k
Regional Campuses
(in millions)
Athens Colleges
and Schools
Regional
Campuses and
Centers
Auxiliaries
Administrative
& Academic
Support
Strategic
Opportuinity
Reserve &
Subvention
Operating
Activity
Subtotal
Non Operating
Activity
Financial
Statement Adj
& Component
Units
GAAP Adj
Totals
REVENUES
1 State Appropriations 137.4$ 24.3$ -$ 0.2$ 2.9$ 164.8$ 2.0$ -$ 166.8$
2 State Appropriations - Capital - - - - - - 32.5 - 32.5
3 Gross Undergraduate Tuition & Fees 258.3 35.4 - 5.3 4.6 303.6 - - 303.6
4 Undergraduate Financial Aid (46.2) (5.4) (12.5) 6.3 (4.8) (62.5) - - (62.5)
5 Net Undergraduate Tuition & Fees 212.1 30.0 (12.5) 11.6 (0.2) 241.1 - - 241.1
6 Gross Graduate Tuition & Fees 114.3 0.3 - 0.7 - 115.3 - - 115.3
7 Graduate Financial Aid (28.0) (0.1) - (0.1) - (28.2) - - (28.2)
8 Net Graduate Tuition & Fees 86.3 0.3 - 0.6 - 87.1 - - 87.1
9 Room & Board - - 92.9 - - 92.9 - - 92.9
10 Grants and Contracts 36.4 2.1 0.1 6.8 - 45.4 4.2 - 49.6
11 Facilities & Admin Costs Recovery 4.9 - - 1.1 - 6.0 - - 6.0
12 Gifts 4.9 0.3 2.4 2.3 - 10.0 10.0 - 20.0
13 Endowment Distributions 13.1 0.7 0.2 14.0 - 28.0 (28.0) - -
14 Investment Income - - - 1.6 4.5 6.1 47.9 0.3 54.3
15 Other External Sales 5.2 0.8 17.1 15.8 - 38.9 - 6.5 45.4
16 Total Revenues 500.5$ 58.5$ 100.2$ 53.8$ 7.2$ 720.2$ 68.6$ 6.8$ 795.7$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 205.0 32.9 28.6 101.0 - 367.6 - - 367.6
18 Total Benefits 61.2 11.0 13.1 39.8 - 125.1 - - 125.1
19 Supplies & Services 67.4 6.8 35.6 79.5 - 189.2 0.2 3.9 193.3
20 Capitalized Costs 2.3 - 1.6 4.7 - 8.6 162.5 (171.1) -
21 Depreciation - - - - - - - 50.1 50.1
22 Internal Loan - Principal & Interest 5.4 0.3 13.8 31.7 - 51.1 (51.1) - -
23 Debt Service - Principal - - - - - - 16.1 (16.1) -
24 Debt Service - Interest - - - - - - 30.0 (1.5) 28.4
25 Internal Sales (2.0) - (7.0) (13.1) - (22.1) - - (22.1)
26 Total Direct Expenses 339.3$ 51.0$ 85.7$ 243.5$ -$ 719.6$ 157.6$ (134.7)$ 742.5$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (7.7) (0.7) 2.4 (14.6) 20.5 - - - -
28 Administrative Cost Allocations 149.2 15.4 (2.1) (164.3) 1.7 - - - -
29 Capital Cost Allocation 11.5 - 1.6 (13.1) - - - - -
30 Subvention Allocation 54.4 6.8 - - (61.2) - - - -
31 Subvention Distribution (46.4) (14.5) - (0.4) 61.3 - - - -
32 Total Allocations and Transfers 161.1$ 7.0$ 1.9$ (192.4)$ 22.4$ -$ -$ -$ -$
33 Total Expenses & Cost Allocations 500.4$ 58.0$ 87.7$ 51.1$ 22.4$ 719.6$ 157.6$ (134.7)$ 742.5$
34 Results of Operations 0.1$ 0.5$ 12.5$ 2.7$ (15.2)$ 0.6$ (88.9)$ 141.5$ 53.2$
35 Transfers (from) Operating Reserve (6.7) - (0.2) (13.5) (15.9) (36.3) 17.9 18.4 -
36 Transfers to (from) Quasi Endowments - - - 14.1 0.8 14.9 (14.9) - -
37 Provisions for Facility and Equipment Renewal - - 0.2 - - 0.2 (0.2) - -
38 Transfers to (from) Plant Fund - Project Related 5.1 - 19.9 2.6 - 27.6 (27.6) - -
39 Net Results 1.6$ 0.5$ (7.4)$ (0.6)$ -$ (5.8)$ (64.1)$ 123.1$ 53.2$
40 Transfer Net Results to Fund Balance 1.6 0.5 (7.4) (0.6) - (5.8) 5.8 - -
41 Adjusted Net Results -$ -$ -$ -$ -$ -$ (69.9)$ 123.1$ 53.2$
F Y 1 8 B u d g e t B o o k | 181
Chillicothe Eastern Executive Dean Lancaster Southern Zanesville Total: Regional
Campuses
REVENUES
1 State Appropriations 5,805,685$ 2,088,881$ 743,246$ 5,188,878$ 4,591,926$ 5,910,662$ 24,329,278$
2 State Appropriations - Capital - - - - - - -
3 Gross Undergraduate Tuition & Fees 8,325,480 3,483,279 - 9,036,508 7,508,491 7,093,384 35,447,142
4 Undergraduate Financial Aid (937,493) (712,234) (900,000) (1,248,665) (912,000) (693,187) (5,403,579)
5 Net Undergraduate Tuition & Fees 7,387,987 2,771,045 (900,000) 7,787,843 6,596,491 6,400,197 30,043,563
6 Gross Graduate Tuition & Fees 185,000 - - 95,000 54,000 6,000 340,000
7 Graduate Financial Aid (70,000) - - - - - (70,000)
8 Net Graduate Tuition & Fees 115,000 - - 95,000 54,000 6,000 270,000
9 Room & Board - - - - - - -
10 Grants and Contracts 342,132 372,044 - 748,028 346,194 269,461 2,077,859
11 Facilities & Admin Costs Recovery - - - - - - -
12 Gifts 13,792 3,000 - 190,000 86,000 26,000 318,792
13 Endowment Distributions 96,693 45,893 5,000 406,580 77,670 39,641 671,477
14 Investment Income - - - - - - -
15 Other External Sales 235,000 89,000 25,000 182,500 206,500 57,000 795,000
16 Total Revenues 13,996,289$ 5,369,863$ (126,754)$ 14,598,829$ 11,958,781$ 12,708,961$ 58,505,969$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 8,127,565 3,367,639 (405,586) 7,768,459 7,069,421 6,991,788 32,919,286
18 Total Benefits 2,677,607 1,147,455 (116,615) 2,610,753 2,294,158 2,358,314 10,971,673
19 Supplies & Services 1,878,200 749,600 (139,500) 1,342,332 1,879,500 1,079,000 6,789,132
20 Capitalized Costs - 5,000 - 22,500 - 15,000 42,500
21 Depreciation - - - - - - -
22 Internal Loan - Principal & Interest - - - 274,675 - - 274,675
23 Debt Service - Principal - - - - - - -
24 Debt Service - Interest - - - - - - -
25 Internal Sales - - - - - - -
26 Total Direct Expenses 12,683,372$ 5,269,694$ (661,701)$ 12,018,719$ 11,243,079$ 10,444,102$ 50,997,266$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers - - (682,076) - - - (682,076)
28 Administrative Cost Allocations 3,726,796 1,588,275 31,956 3,702,453 3,245,897 3,104,845 15,400,221
29 Capital Cost Allocation - - - - - - -
30 Subvention Allocation 1,654,029 609,061 (19,594) 1,645,030 1,383,164 1,517,935 6,789,624
31 Subvention Distribution (3,044,933) (1,251,088) (1,758,625) (3,277,318) (2,699,501) (2,480,370) (14,511,835)
32 Total Allocations and Transfers 2,335,891$ 946,247$ (2,428,339)$ 2,070,165$ 1,929,560$ 2,142,410$ 6,995,934$
33 Total Expenses & Cost Allocations 15,019,264$ 6,215,941$ (3,090,040)$ 14,088,884$ 13,172,639$ 12,586,511$ 57,993,200$
34 Results of Operations (1,022,974)$ (846,079)$ 2,963,286$ 509,945$ (1,213,858)$ 122,450$ 512,769$
35 Transfers (from) Operating Reserve - - - - - - -
36 Transfers to (from) Quasi Endowments - - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - - - - -
- - - - - - -
39 Net Results (1,022,974)$ (846,079)$ 2,963,286$ 509,945$ (1,213,858)$ 122,450$ 512,769$
40 Transfer Net Results to Fund Balance (1,022,974) (846,079) 2,963,286 509,945 (1,213,858) 122,450 512,769
41 Adjusted Net Results -$ -$ -$ -$ -$ -$ -$
182 | F Y 1 8 B u d g e t B o o k
Auxiliaries
(in millions)
Athens Colleges
and Schools
Regional
Campuses and
Centers
Auxiliaries
Administrative
& Academic
Support
Strategic
Opportuinity
Reserve &
Subvention
Operating
Activity
Subtotal
Non Operating
Activity
Financial
Statement Adj
& Component
Units
GAAP Adj
Totals
REVENUES
1 State Appropriations 137.4$ 24.3$ -$ 0.2$ 2.9$ 164.8$ 2.0$ -$ 166.8$
2 State Appropriations - Capital - - - - - - 32.5 - 32.5
3 Gross Undergraduate Tuition & Fees 258.3 35.4 - 5.3 4.6 303.6 - - 303.6
4 Undergraduate Financial Aid (46.2) (5.4) (12.5) 6.3 (4.8) (62.5) - - (62.5)
5 Net Undergraduate Tuition & Fees 212.1 30.0 (12.5) 11.6 (0.2) 241.1 - - 241.1
6 Gross Graduate Tuition & Fees 114.3 0.3 - 0.7 - 115.3 - - 115.3
7 Graduate Financial Aid (28.0) (0.1) - (0.1) - (28.2) - - (28.2)
8 Net Graduate Tuition & Fees 86.3 0.3 - 0.6 - 87.1 - - 87.1
9 Room & Board - - 92.9 - - 92.9 - - 92.9
10 Grants and Contracts 36.4 2.1 0.1 6.8 - 45.4 4.2 - 49.6
11 Facilities & Admin Costs Recovery 4.9 - - 1.1 - 6.0 - - 6.0
12 Gifts 4.9 0.3 2.4 2.3 - 10.0 10.0 - 20.0
13 Endowment Distributions 13.1 0.7 0.2 14.0 - 28.0 (28.0) - -
14 Investment Income - - - 1.6 4.5 6.1 47.9 0.3 54.3
15 Other External Sales 5.2 0.8 17.1 15.8 - 38.9 - 6.5 45.4
16 Total Revenues 500.5$ 58.5$ 100.2$ 53.8$ 7.2$ 720.2$ 68.6$ 6.8$ 795.7$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 205.0 32.9 28.6 101.0 - 367.6 - - 367.6
18 Total Benefits 61.2 11.0 13.1 39.8 - 125.1 - - 125.1
19 Supplies & Services 67.4 6.8 35.6 79.5 - 189.2 0.2 3.9 193.3
20 Capitalized Costs 2.3 - 1.6 4.7 - 8.6 162.5 (171.1) -
21 Depreciation - - - - - - - 50.1 50.1
22 Internal Loan - Principal & Interest 5.4 0.3 13.8 31.7 - 51.1 (51.1) - -
23 Debt Service - Principal - - - - - - 16.1 (16.1) -
24 Debt Service - Interest - - - - - - 30.0 (1.5) 28.4
25 Internal Sales (2.0) - (7.0) (13.1) - (22.1) - - (22.1)
26 Total Direct Expenses 339.3$ 51.0$ 85.7$ 243.5$ -$ 719.6$ 157.6$ (134.7)$ 742.5$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (7.7) (0.7) 2.4 (14.6) 20.5 - - - -
28 Administrative Cost Allocations 149.2 15.4 (2.1) (164.3) 1.7 - - - -
29 Capital Cost Allocation 11.5 - 1.6 (13.1) - - - - -
30 Subvention Allocation 54.4 6.8 - - (61.2) - - - -
31 Subvention Distribution (46.4) (14.5) - (0.4) 61.3 - - - -
32 Total Allocations and Transfers 161.1$ 7.0$ 1.9$ (192.4)$ 22.4$ -$ -$ -$ -$
33 Total Expenses & Cost Allocations 500.4$ 58.0$ 87.7$ 51.1$ 22.4$ 719.6$ 157.6$ (134.7)$ 742.5$
34 Results of Operations 0.1$ 0.5$ 12.5$ 2.7$ (15.2)$ 0.6$ (88.9)$ 141.5$ 53.2$
35 Transfers (from) Operating Reserve (6.7) - (0.2) (13.5) (15.9) (36.3) 17.9 18.4 -
36 Transfers to (from) Quasi Endowments - - - 14.1 0.8 14.9 (14.9) - -
37 Provisions for Facility and Equipment Renewal - - 0.2 - - 0.2 (0.2) - -
38 Transfers to (from) Plant Fund - Project Related 5.1 - 19.9 2.6 - 27.6 (27.6) - -
39 Net Results 1.6$ 0.5$ (7.4)$ (0.6)$ -$ (5.8)$ (64.1)$ 123.1$ 53.2$
40 Transfer Net Results to Fund Balance 1.6 0.5 (7.4) (0.6) - (5.8) 5.8 - -
41 Adjusted Net Results -$ -$ -$ -$ -$ -$ (69.9)$ 123.1$ 53.2$
F Y 1 8 B u d g e t B o o k | 183
Athletics Culinary Services Housing and
Residence Life
Parking &
Transportation Printing Total: Auxiliaries
REVENUES
1 State Appropriations -$ -$ -$ -$ -$ -$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees - - - - - -
4 Undergraduate Financial Aid (8,434,880) (3,166,667) (862,333) - - (12,463,880)
5 Net Undergraduate Tuition & Fees (8,434,880) (3,166,667) (862,333) - - (12,463,880)
6 Gross Graduate Tuition & Fees - - - - - -
7 Graduate Financial Aid - - (29,564) - - (29,564)
8 Net Graduate Tuition & Fees - - (29,564) - - (29,564)
9 Room & Board - 39,844,024 53,041,463 - - 92,885,487
10 Grants and Contracts 58,000 - - - - 58,000
11 Facilities & Admin Costs Recovery - - - - - -
12 Gifts 2,440,678 - - - - 2,440,678
13 Endowment Distributions 167,108 - - - - 167,108
14 Investment Income - - - - - -
15 Other External Sales 6,827,000 5,508,199 1,200,000 2,868,997 708,180 17,112,376
16 Total Revenues 1,057,906$ 42,185,556$ 53,349,566$ 2,868,997$ 708,180$ 100,170,205$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 7,408,166 14,629,974 4,363,420 1,500,504 722,747 28,624,811
18 Total Benefits 2,440,409 6,034,269 3,701,506 604,647 321,371 13,102,202
19 Supplies & Services 6,621,528 17,252,065 8,250,092 1,878,545 1,629,430 35,631,660
20 Capitalized Costs 45,000 1,500,000 21,000 - - 1,566,000
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest 2,671,733 307,980 10,736,001 100,000 - 13,815,714
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales - (2,120,464) (569,160) (2,029,367) (2,278,938) (6,997,929)
26 Total Direct Expenses 19,186,836$ 37,603,824$ 26,502,859$ 2,054,329$ 394,610$ 85,742,458$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (12,676) 251,564 2,050,824 122,000 (2,608) 2,409,104
28 Administrative Cost Allocations (19,006,267) 2,856,823 13,631,619 219,340 240,434 (2,058,051)
29 Capital Cost Allocation 1,578,228 - - - - 1,578,228
30 Subvention Allocation - - - - - -
31 Subvention Distribution - - - - - -
32 Total Allocations and Transfers (17,440,715)$ 3,108,387$ 15,682,443$ 341,340$ 237,826$ 1,929,281$
33 Total Expenses & Cost Allocations 1,746,121$ 40,712,211$ 42,185,302$ 2,395,669$ 632,436$ 87,671,739$
34 Results of Operations (688,215)$ 1,473,345$ 11,164,264$ 473,328$ 75,744$ 12,498,466$
35 Transfers (from) Operating Reserve - - - (225,000) - (225,000)
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - 225,000 - 225,000
38 Transfers to (from) Plant Fund - Project Related 2,632,447 2,698,712 14,390,000 150,000 - 19,871,159
- - - - - -
39 Net Results (3,320,662)$ (1,225,367)$ (3,225,736)$ 323,328$ 75,744$ (7,372,693)$
40 Transfer Net Results to Fund Balance (3,320,662) (1,225,367) (3,225,736) 323,328 75,744 (7,372,693)
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
184 | F Y 1 8 B u d g e t B o o k
Administrative & Academic Support
(in millions)
Athens Colleges
and Schools
Regional
Campuses and
Centers
Auxiliaries
Administrative
& Academic
Support
Strategic
Opportuinity
Reserve &
Subvention
Operating
Activity
Subtotal
Non Operating
Activity
Financial
Statement Adj
& Component
Units
GAAP Adj
Totals
REVENUES
1 State Appropriations 137.4$ 24.3$ -$ 0.2$ 2.9$ 164.8$ 2.0$ -$ 166.8$
2 State Appropriations - Capital - - - - - - 32.5 - 32.5
3 Gross Undergraduate Tuition & Fees 258.3 35.4 - 5.3 4.6 303.6 - - 303.6
4 Undergraduate Financial Aid (46.2) (5.4) (12.5) 6.3 (4.8) (62.5) - - (62.5)
5 Net Undergraduate Tuition & Fees 212.1 30.0 (12.5) 11.6 (0.2) 241.1 - - 241.1
6 Gross Graduate Tuition & Fees 114.3 0.3 - 0.7 - 115.3 - - 115.3
7 Graduate Financial Aid (28.0) (0.1) - (0.1) - (28.2) - - (28.2)
8 Net Graduate Tuition & Fees 86.3 0.3 - 0.6 - 87.1 - - 87.1
9 Room & Board - - 92.9 - - 92.9 - - 92.9
10 Grants and Contracts 36.4 2.1 0.1 6.8 - 45.4 4.2 - 49.6
11 Facilities & Admin Costs Recovery 4.9 - - 1.1 - 6.0 - - 6.0
12 Gifts 4.9 0.3 2.4 2.3 - 10.0 10.0 - 20.0
13 Endowment Distributions 13.1 0.7 0.2 14.0 - 28.0 (28.0) - -
14 Investment Income - - - 1.6 4.5 6.1 47.9 0.3 54.3
15 Other External Sales 5.2 0.8 17.1 15.8 - 38.9 - 6.5 45.4
16 Total Revenues 500.5$ 58.5$ 100.2$ 53.8$ 7.2$ 720.2$ 68.6$ 6.8$ 795.7$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 205.0 32.9 28.6 101.0 - 367.6 - - 367.6
18 Total Benefits 61.2 11.0 13.1 39.8 - 125.1 - - 125.1
19 Supplies & Services 67.4 6.8 35.6 79.5 - 189.2 0.2 3.9 193.3
20 Capitalized Costs 2.3 - 1.6 4.7 - 8.6 162.5 (171.1) -
21 Depreciation - - - - - - - 50.1 50.1
22 Internal Loan - Principal & Interest 5.4 0.3 13.8 31.7 - 51.1 (51.1) - -
23 Debt Service - Principal - - - - - - 16.1 (16.1) -
24 Debt Service - Interest - - - - - - 30.0 (1.5) 28.4
25 Internal Sales (2.0) - (7.0) (13.1) - (22.1) - - (22.1)
26 Total Direct Expenses 339.3$ 51.0$ 85.7$ 243.5$ -$ 719.6$ 157.6$ (134.7)$ 742.5$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (7.7) (0.7) 2.4 (14.6) 20.5 - - - -
28 Administrative Cost Allocations 149.2 15.4 (2.1) (164.3) 1.7 - - - -
29 Capital Cost Allocation 11.5 - 1.6 (13.1) - - - - -
30 Subvention Allocation 54.4 6.8 - - (61.2) - - - -
31 Subvention Distribution (46.4) (14.5) - (0.4) 61.3 - - - -
32 Total Allocations and Transfers 161.1$ 7.0$ 1.9$ (192.4)$ 22.4$ -$ -$ -$ -$
33 Total Expenses & Cost Allocations 500.4$ 58.0$ 87.7$ 51.1$ 22.4$ 719.6$ 157.6$ (134.7)$ 742.5$
34 Results of Operations 0.1$ 0.5$ 12.5$ 2.7$ (15.2)$ 0.6$ (88.9)$ 141.5$ 53.2$
35 Transfers (from) Operating Reserve (6.7) - (0.2) (13.5) (15.9) (36.3) 17.9 18.4 -
36 Transfers to (from) Quasi Endowments - - - 14.1 0.8 14.9 (14.9) - -
37 Provisions for Facility and Equipment Renewal - - 0.2 - - 0.2 (0.2) - -
38 Transfers to (from) Plant Fund - Project Related 5.1 - 19.9 2.6 - 27.6 (27.6) - -
39 Net Results 1.6$ 0.5$ (7.4)$ (0.6)$ -$ (5.8)$ (64.1)$ 123.1$ 53.2$
40 Transfer Net Results to Fund Balance 1.6 0.5 (7.4) (0.6) - (5.8) 5.8 - -
41 Adjusted Net Results -$ -$ -$ -$ -$ -$ (69.9)$ 123.1$ 53.2$
F Y 1 8 B u d g e t B o o k | 185
Advancement Athena Employee Fee
Waivers Healthcare Expense
Workers
Compensation
Expense
Subtotal: Benefits
REVENUES
1 State Appropriations -$ -$ -$ -$ -$ -$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees - - - - - -
4 Undergraduate Financial Aid - - - - - -
5 Net Undergraduate Tuition & Fees - - - - - -
6 Gross Graduate Tuition & Fees - - - - - -
7 Graduate Financial Aid - - - - - -
8 Net Graduate Tuition & Fees - - - - - -
9 Room & Board - - - - - -
10 Grants and Contracts - 71,000 - - - -
11 Facilities & Admin Costs Recovery - - - - - -
12 Gifts 344,250 5,000 - - - -
13 Endowment Distributions 7,660,145 - - - - -
14 Investment Income 1,580,587 - - - - -
15 Other External Sales 324,429 175,000 - 2,800,000 - 2,800,000
16 Total Revenues 9,909,411$ 251,000$ -$ 2,800,000$ -$ 2,800,000$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 5,848,413 255,047 - 150,000 113,762 263,762
18 Total Benefits 2,125,129 68,526 8,574,834 57,929,490 1,922,247 68,426,571
19 Supplies & Services 5,776,962 92,150 - 50,000 95,872 145,872
20 Capitalized Costs - - - - - -
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest - - - - - -
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales - (24,886) - - - -
26 Total Direct Expenses 13,750,504$ 390,837$ 8,574,834$ 58,129,490$ 2,131,881$ 68,836,205$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (2,318,711) (53,347) - - - -
28 Administrative Cost Allocations (1,522,382) (91,490) (8,574,834) - - (8,574,834)
29 Capital Cost Allocation - - - - - -
30 Subvention Allocation - - - - - -
31 Subvention Distribution - - - - - -
32 Total Allocations and Transfers (3,841,093)$ (144,837)$ (8,574,834)$ -$ -$ (8,574,834)$
33 Total Expenses & Cost Allocations 9,909,411$ 246,000$ -$ 58,129,490$ 2,131,881$ 60,261,371$
34 Results of Operations -$ 5,000$ -$ (55,329,490)$ (2,131,881)$ (57,461,371)$
35 Transfers (from) Operating Reserve - - - - - -
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - - - -
- - - - - -
39 Net Results -$ 5,000$ -$ (55,329,490)$ (2,131,881)$ (57,461,371)$
40 Transfer Net Results to Fund Balance - 5,000 - - - -
41 Adjusted Net Results -$ -$ -$ (55,329,490)$ (2,131,881)$ (57,461,371)$
186 | F Y 1 8 B u d g e t B o o k
Central Pool Central Revenue Central Financial Aid Debt Service General Fee Central
REVENUES
1 State Appropriations -$ -$ -$ -$ -$
2 State Appropriations - Capital - - - - -
3 Gross Undergraduate Tuition & Fees - 4,165,387 - - -
4 Undergraduate Financial Aid - - (39,347,478) - -
5 Net Undergraduate Tuition & Fees - 4,165,387 (39,347,478) - -
6 Gross Graduate Tuition & Fees - 456,045 - - -
7 Graduate Financial Aid - - - - -
8 Net Graduate Tuition & Fees - 456,045 - - -
9 Room & Board - - - - -
10 Grants and Contracts - - 300,162 - -
11 Facilities & Admin Costs Recovery - - - - -
12 Gifts - 725,000 200,000 - -
13 Endowment Distributions 198,552 1,339,471 - - -
14 Investment Income - - - - -
15 Other External Sales 225,000 358,500 128,159 - -
16 Total Revenues 423,552$ 7,044,403$ (38,719,157)$ -$ -$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 241,561 - - - 31,930
18 Total Benefits 1,300,115 - - - 5,838
19 Supplies & Services 5,896,363 - - - 117,200
20 Capitalized Costs - - - - -
21 Depreciation - - - - -
22 Internal Loan - Principal & Interest - - - 26,071,992 -
23 Debt Service - Principal - - - - -
24 Debt Service - Interest - - - - -
25 Internal Sales (135,000) - - - -
26 Total Direct Expenses 7,303,039$ -$ -$ 26,071,992$ 154,968$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (2,270,000) 6,319,403 1,031,000 - 207,672
28 Administrative Cost Allocations (4,609,487) - (39,450,157) (31,307,415) (362,640)
29 Capital Cost Allocation - - - - -
30 Subvention Allocation - - - - -
31 Subvention Distribution - - - - -
32 Total Allocations and Transfers (6,879,487)$ 6,319,403$ (38,419,157)$ (31,307,415)$ (154,968)$
33 Total Expenses & Cost Allocations 423,552$ 6,319,403$ (38,419,157)$ (5,235,423)$ -$
..
34 Results of Operations -$ 725,000$ (300,000)$ 5,235,423$ -$
35 Transfers (from) Operating Reserve - 725,000 (300,000) 3,385,423 -
36 Transfers to (from) Quasi Endowments - - - - -
37 Provisions for Facility and Equipment Renewal - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - 1,850,000 -
- - - - -
39 Net Results -$ -$ 0$ -$ -$
40 Transfer Net Results to Fund Balance - - 0 - -
41 Adjusted Net Results -$ -$ -$ -$ -$
F Y 1 8 B u d g e t B o o k | 187
Healthcare Collection Indirect Cost
Collection Utilities
Workers
Compensation
Collection
Subtotal: Central
Pool
REVENUES
1 State Appropriations -$ -$ -$ -$ -$
2 State Appropriations - Capital - - - - -
3 Gross Undergraduate Tuition & Fees - - - - 4,165,387
4 Undergraduate Financial Aid - 47,464,841 - - 8,117,363
5 Net Undergraduate Tuition & Fees - 47,464,841 - - 12,282,750
6 Gross Graduate Tuition & Fees - - - - 456,045
7 Graduate Financial Aid - - - - -
8 Net Graduate Tuition & Fees - - - - 456,045
9 Room & Board - - - - -
10 Grants and Contracts - - - - 300,162
11 Facilities & Admin Costs Recovery - - - - -
12 Gifts - - - - 925,000
13 Endowment Distributions - - - - 1,538,023
14 Investment Income - - - - -
15 Other External Sales - - 90,000 - 801,659
16 Total Revenues -$ 47,464,841$ 90,000$ -$ 16,303,639$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll - - - - 273,491
18 Total Benefits (58,370,314) (5,645,505) - (2,647,849) (65,357,716)
19 Supplies & Services - - 10,755,000 - 16,768,563
20 Capitalized Costs - - - - -
21 Depreciation - - - - -
22 Internal Loan - Principal & Interest - - - - 26,071,992
23 Debt Service - Principal - - - - -
24 Debt Service - Interest - - - - -
25 Internal Sales - - - - (135,000)
26 Total Direct Expenses (58,370,314)$ (5,645,505)$ 10,755,000$ (2,647,849)$ (22,378,669)$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers - (7,746,632) 81,000 - (2,377,557)
28 Administrative Cost Allocations - 75,266,517 (10,746,000) - (11,209,183)
29 Capital Cost Allocation - (13,100,533) - - (13,100,533)
30 Subvention Allocation - - - - -
31 Subvention Distribution - - - - -
32 Total Allocations and Transfers -$ 54,419,352$ (10,665,000)$ -$ (26,687,273)$
33 Total Expenses & Cost Allocations (58,370,314)$ 48,773,847$ 90,000$ (2,647,849)$ (49,065,942)$
34 Results of Operations 58,370,314$ (1,309,006)$ -$ 2,647,849$ 65,369,581$
35 Transfers (from) Operating Reserve 3,040,824 (1,309,006) - 515,968 6,058,209
36 Transfers to (from) Quasi Endowments - - - - -
37 Provisions for Facility and Equipment Renewal - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - - 1,850,000
- - - - -
39 Net Results 55,329,490$ -$ -$ 2,131,881$ 57,461,372$
40 Transfer Net Results to Fund Balance - - - - -
41 Adjusted Net Results 55,329,490$ -$ -$ 2,131,881$ 57,461,372$
188 | F Y 1 8 B u d g e t B o o k
Child Development
Center ISFS Kennedy Museum Library Marching 110
REVENUES
1 State Appropriations -$ -$ -$ 152,875$ -$
2 State Appropriations - Capital - - - - -
3 Gross Undergraduate Tuition & Fees - 52,500 - - 3,500
4 Undergraduate Financial Aid - - - - -
5 Net Undergraduate Tuition & Fees - 52,500 - - 3,500
6 Gross Graduate Tuition & Fees - - - - -
7 Graduate Financial Aid - - - - -
8 Net Graduate Tuition & Fees - - - - -
9 Room & Board - - - - -
10 Grants and Contracts - - 78,961 173,581 -
11 Facilities & Admin Costs Recovery - - - - -
12 Gifts 3,000 - 20,000 78,000 10,000
13 Endowment Distributions - 10,196 64,562 392,283 -
14 Investment Income - - - - -
15 Other External Sales 789,500 - - 123,500 20,000
16 Total Revenues 792,500$ 62,696$ 163,523$ 920,239$ 33,500$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 745,490 335,116 393,968 4,962,626 46,818
18 Total Benefits 334,726 137,185 84,822 1,766,611 21,845
19 Supplies & Services 74,292 72,000 102,682 4,867,428 201,509
20 Capitalized Costs - - - 918,429 -
21 Depreciation - - - - -
22 Internal Loan - Principal & Interest - - - - -
23 Debt Service - Principal - - - - -
24 Debt Service - Interest - - - - -
25 Internal Sales - - - - (3,000)
26 Total Direct Expenses 1,154,508$ 544,301$ 581,471$ 12,515,094$ 267,172$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (31,229) - (26,010) (85,000) (5,500)
28 Administrative Cost Allocations (333,779) (491,801) (366,192) (11,176,102) (190,902)
29 Capital Cost Allocation - - - - -
30 Subvention Allocation - - - - -
31 Subvention Distribution - - - (384,000) -
32 Total Allocations and Transfers (365,008)$ (491,801)$ (392,202)$ (11,645,102)$ (196,402)$
33 Total Expenses & Cost Allocations 789,500$ 52,500$ 189,269$ 869,992$ 70,770$
34 Results of Operations 3,000$ 10,196$ (25,746)$ 50,247$ (37,270)$
35 Transfers (from) Operating Reserve - - - - -
36 Transfers to (from) Quasi Endowments - - - - -
37 Provisions for Facility and Equipment Renewal - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - 175,000 -
- - - - -
39 Net Results 3,000$ 10,196$ (25,746)$ (124,753)$ (37,270)$
40 Transfer Net Results to Fund Balance 3,000 10,196 (25,746) (124,753) (37,270)
41 Adjusted Net Results -$ -$ -$ -$ -$
F Y 1 8 B u d g e t B o o k | 189
Marketing President Subtotal: President Office of Information
Technology (OIT) One Card Office
Subtotal:
Information
Technology
REVENUES
1 State Appropriations -$ -$ -$ -$ -$ -$
2 State Appropriations - Capital - - - - - -
3 Gross Undergraduate Tuition & Fees - - - 51,000 65,000 116,000
4 Undergraduate Financial Aid - (5,000) (5,000) - - -
5 Net Undergraduate Tuition & Fees - (5,000) (5,000) 51,000 65,000 116,000
6 Gross Graduate Tuition & Fees - - - - - -
7 Graduate Financial Aid - - - - - -
8 Net Graduate Tuition & Fees - - - - - -
9 Room & Board - - - - - -
10 Grants and Contracts 8,489 946 9,435 - - -
11 Facilities & Admin Costs Recovery - - - - - -
12 Gifts 3,000 - 3,000 - - -
13 Endowment Distributions - 79,042 79,042 - - -
14 Investment Income - - - - - -
15 Other External Sales 10,000 - 10,000 218,850 32,551 251,401
16 Total Revenues 21,489$ 74,988$ 96,477$ 269,850$ 97,551$ 367,401$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 1,459,685 3,545,386 5,005,071 14,065,742 176,185 14,241,927
18 Total Benefits 519,159 1,081,132 1,600,291 4,678,351 71,021 4,749,372
19 Supplies & Services 193,200 660,892 854,092 9,518,169 207,050 9,725,219
20 Capitalized Costs - - - - - -
21 Depreciation - - - - - -
22 Internal Loan - Principal & Interest - - - - - -
23 Debt Service - Principal - - - - - -
24 Debt Service - Interest - - - - - -
25 Internal Sales (65,000) - (65,000) (814,136) (425,205) (1,239,341)
26 Total Direct Expenses 2,107,044$ 5,287,410$ 7,394,454$ 27,448,126$ 29,051$ 27,477,177$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (32,742) (575,381) (608,123) (364,775) 62,500 (302,275)
28 Administrative Cost Allocations (2,052,813) (4,637,041) (6,689,854) (26,332,772) - (26,332,772)
29 Capital Cost Allocation - - - - - -
30 Subvention Allocation - - - - - -
31 Subvention Distribution - - - - - -
32 Total Allocations and Transfers (2,085,555)$ (5,212,422)$ (7,297,977)$ (26,697,547)$ 62,500$ (26,635,047)$
33 Total Expenses & Cost Allocations 21,489$ 74,988$ 96,477$ 750,579$ 91,551$ 842,130$
34 Results of Operations -$ -$ -$ (480,729)$ 6,000$ (474,729)$
35 Transfers (from) Operating Reserve - - - - - -
36 Transfers to (from) Quasi Endowments - - - - - -
37 Provisions for Facility and Equipment Renewal - - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - - - -
- - - - - -
39 Net Results -$ -$ -$ (480,729)$ 6,000$ (474,729)$
40 Transfer Net Results to Fund Balance - - - (480,729) 6,000 (474,729)
41 Adjusted Net Results -$ -$ -$ -$ -$ -$
190 | F Y 1 8 B u d g e t B o o k
Provost Enrollment
Management
Instructional
Innovation Subtotal: Provost
REVENUES
1 State Appropriations -$ -$ -$ -$
2 State Appropriations - Capital - - - -
3 Gross Undergraduate Tuition & Fees - 556,528 - 556,528
4 Undergraduate Financial Aid (155,094) (1,640,081) - (1,795,175)
5 Net Undergraduate Tuition & Fees (155,094) (1,083,553) - (1,238,647)
6 Gross Graduate Tuition & Fees - - - -
7 Graduate Financial Aid - - - -
8 Net Graduate Tuition & Fees - - - -
9 Room & Board - - - -
10 Grants and Contracts 29,643 90,777 - 120,420
11 Facilities & Admin Costs Recovery - - - -
12 Gifts 60,000 153,168 - 213,168
13 Endowment Distributions 959,609 1,635,081 - 2,594,690
14 Investment Income - 40 - 40
15 Other External Sales 1,888,453 (120,208) - 1,768,245
16 Total Revenues 2,782,611$ 675,305$ -$ 3,457,916$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 4,468,718 6,405,576 2,691,584 13,565,878
18 Total Benefits 1,389,938 2,559,960 979,664 4,929,562
19 Supplies & Services 3,057,027 3,772,703 894,653 7,724,383
20 Capitalized Costs - - - -
21 Depreciation - - - -
22 Internal Loan - Principal & Interest 33,818 - - 33,818
23 Debt Service - Principal - - - -
24 Debt Service - Interest - - - -
25 Internal Sales (812,000) - - (812,000)
26 Total Direct Expenses 8,137,501$ 12,738,239$ 4,565,901$ 25,441,641$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers 124,011 (752,115) (445,114) (1,073,218)
28 Administrative Cost Allocations (5,476,215) (11,310,819) (4,120,787) (20,907,821)
29 Capital Cost Allocation - - - -
30 Subvention Allocation (2,686) - - (2,686)
31 Subvention Distribution - - - -
32 Total Allocations and Transfers (5,354,890)$ (12,062,934)$ (4,565,901)$ (21,983,725)$
33 Total Expenses & Cost Allocations 2,782,611$ 675,305$ -$ 3,457,916$
34 Results of Operations -$ -$ -$ -$
35 Transfers (from) Operating Reserve - - - -
36 Transfers to (from) Quasi Endowments - - - -
37 Provisions for Facility and Equipment Renewal - - - -
38 Transfers to (from) Plant Fund - Project Related - - - -
- - - -
39 Net Results -$ -$ -$ -$
40 Transfer Net Results to Fund Balance - - - -
41 Adjusted Net Results -$ -$ -$ -$
F Y 1 8 B u d g e t B o o k | 191
Bobcat Depot Campus Recreation VP of Student Affairs Subtotal: Student
Affairs
REVENUES
1 State Appropriations -$ -$ -$ -$
2 State Appropriations - Capital - - - -
3 Gross Undergraduate Tuition & Fees - 11,000 180,000 191,000
4 Undergraduate Financial Aid - - (30,000) (30,000)
5 Net Undergraduate Tuition & Fees - 11,000 150,000 161,000
6 Gross Graduate Tuition & Fees - - - -
7 Graduate Financial Aid - - - -
8 Net Graduate Tuition & Fees - - - -
9 Room & Board - - - -
10 Grants and Contracts - - - -
11 Facilities & Admin Costs Recovery - - - -
12 Gifts - - 95,200 95,200
13 Endowment Distributions - - - -
14 Investment Income - - - -
15 Other External Sales 3,390,000 1,316,282 1,221,073 5,927,355
16 Total Revenues 3,390,000$ 1,327,282$ 1,466,273$ 6,183,555$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 238,210 2,275,687 6,291,921 8,805,818
18 Total Benefits 77,726 570,965 2,009,407 2,658,098
19 Supplies & Services 4,961,698 682,094 2,225,892 7,869,684
20 Capitalized Costs - - - -
21 Depreciation - - - -
22 Internal Loan - Principal & Interest - 1,946,510 2,941,000 4,887,510
23 Debt Service - Principal - - - -
24 Debt Service - Interest - - - -
25 Internal Sales (1,905,000) (84,500) (317,000) (2,306,500)
26 Total Direct Expenses 3,372,634$ 5,390,756$ 13,151,220$ 21,914,610$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers 17,366 947,229 (888,256) 76,339
28 Administrative Cost Allocations - (5,010,702) (10,796,691) (15,807,393)
29 Capital Cost Allocation - - - -
30 Subvention Allocation - - - -
31 Subvention Distribution - - - -
32 Total Allocations and Transfers 17,366$ (4,063,473)$ (11,684,947)$ (15,731,054)$
33 Total Expenses & Cost Allocations 3,390,000$ 1,327,282$ 1,466,273$ 6,183,555$
34 Results of Operations -$ -$ -$ -$
35 Transfers (from) Operating Reserve - - - -
36 Transfers to (from) Quasi Endowments - - - -
37 Provisions for Facility and Equipment Renewal - - - -
38 Transfers to (from) Plant Fund - Project Related - - - -
- - - -
39 Net Results -$ -$ -$ -$
40 Transfer Net Results to Fund Balance - - - -
41 Adjusted Net Results -$ -$ -$ -$
192 | F Y 1 8 B u d g e t B o o k
VP of Research Graduate College Graduate College
General Fee Subtotal: Research
REVENUES
1 State Appropriations -$ -$ -$ -$
2 State Appropriations - Capital - - - -
3 Gross Undergraduate Tuition & Fees - 215,879 - 215,879
4 Undergraduate Financial Aid - - - -
5 Net Undergraduate Tuition & Fees - 215,879 - 215,879
6 Gross Graduate Tuition & Fees - 227,100 - 227,100
7 Graduate Financial Aid (12,282) (114,883) - (127,165)
8 Net Graduate Tuition & Fees (12,282) 112,217 - 99,935
9 Room & Board - - - -
10 Grants and Contracts 966,388 - - 966,388
11 Facilities & Admin Costs Recovery 1,050,000 - - 1,050,000
12 Gifts - - - -
13 Endowment Distributions 1,678,864 - - 1,678,864
14 Investment Income - - - -
15 Other External Sales 231,000 - - 231,000
16 Total Revenues 3,913,970$ 328,096$ -$ 4,242,066$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 4,148,420 1,008,416 1,500 5,158,336
18 Total Benefits 1,413,541 393,527 - 1,807,068
19 Supplies & Services 2,389,932 59,808 1,854 2,451,594
20 Capitalized Costs 6,000 5,000 - 11,000
21 Depreciation - - - -
22 Internal Loan - Principal & Interest 78,000 - - 78,000
23 Debt Service - Principal - - - -
24 Debt Service - Interest - - - -
25 Internal Sales (426,382) - - (426,382)
26 Total Direct Expenses 7,609,511$ 1,466,751$ 3,354$ 9,079,616$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers 931,121 537,385 - 1,468,506
28 Administrative Cost Allocations (3,542,885) (1,614,522) (3,354) (5,160,761)
29 Capital Cost Allocation - - - -
30 Subvention Allocation - - - -
31 Subvention Distribution - (61,518) - (61,518)
32 Total Allocations and Transfers (2,611,764)$ (1,138,655)$ (3,354)$ (3,753,773)$
33 Total Expenses & Cost Allocations 4,997,747$ 328,096$ -$ 5,325,843$
34 Results of Operations (1,083,777)$ -$ -$ (1,083,777)$
35 Transfers (from) Operating Reserve (1,150,407) - - (1,150,407)
36 Transfers to (from) Quasi Endowments - - - -
37 Provisions for Facility and Equipment Renewal - - - -
38 Transfers to (from) Plant Fund - Project Related - - - -
- - - -
39 Net Results 66,630$ -$ -$ 66,630$
40 Transfer Net Results to Fund Balance 66,630 - - 66,630
41 Adjusted Net Results -$ -$ -$ -$
F Y 1 8 B u d g e t B o o k | 193
Airport Custodial Design and
Construction
Facilities
Management Finance
REVENUES
1 State Appropriations -$ -$ -$ -$ -$
2 State Appropriations - Capital - - - - -
3 Gross Undergraduate Tuition & Fees - - - - -
4 Undergraduate Financial Aid - - - - -
5 Net Undergraduate Tuition & Fees - - - - -
6 Gross Graduate Tuition & Fees - - - - -
7 Graduate Financial Aid - - - - -
8 Net Graduate Tuition & Fees - - - - -
9 Room & Board - - - - -
10 Grants and Contracts 2,697,100 - - - -
11 Facilities & Admin Costs Recovery - - - - -
12 Gifts - - - - -
13 Endowment Distributions - - - - -
14 Investment Income - - - - -
15 Other External Sales 483,898 - - 5,000 (5,000)
16 Total Revenues 3,180,998$ -$ -$ 5,000$ (5,000)$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 791,803 9,872,606 1,794,888 1,733,031 7,068,429
18 Total Benefits 290,566 4,818,132 606,483 627,281 2,598,728
19 Supplies & Services 880,939 1,149,250 446,655 1,682,995 812,693
20 Capitalized Costs 2,959,000 93,500 - - 107,500
21 Depreciation - - - - -
22 Internal Loan - Principal & Interest 236,559 - - - -
23 Debt Service - Principal - - - - -
24 Debt Service - Interest - - - - -
25 Internal Sales (936,997) (594,119) (3,700,000) (330,000) -
26 Total Direct Expenses 4,221,870$ 15,339,369$ (851,974)$ 3,713,307$ 10,587,350$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (240,402) - 851,974 (90,763) (1,439,617)
28 Administrative Cost Allocations (823,653) (15,339,369) - (3,617,544) (9,152,733)
29 Capital Cost Allocation - - - - -
30 Subvention Allocation - - - - -
31 Subvention Distribution - - - - -
32 Total Allocations and Transfers (1,064,055)$ (15,339,369)$ 851,974$ (3,708,307)$ (10,592,350)$
33 Total Expenses & Cost Allocations 3,157,815$ -$ -$ 5,000$ (5,000)$
34 Results of Operations 23,183$ -$ -$ -$ -$
35 Transfers (from) Operating Reserve - - - - -
36 Transfers to (from) Quasi Endowments - - - - -
37 Provisions for Facility and Equipment Renewal - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - - -
- - - - -
39 Net Results 23,183$ -$ -$ -$ -$
40 Transfer Net Results to Fund Balance 23,183 - - - -
41 Adjusted Net Results -$ -$ -$ -$ -$
194 | F Y 1 8 B u d g e t B o o k
Grounds Human Resources Logistics Maintenance
REVENUES
1 State Appropriations -$ -$ -$ -$
2 State Appropriations - Capital - - - -
3 Gross Undergraduate Tuition & Fees - - - -
4 Undergraduate Financial Aid - - - -
5 Net Undergraduate Tuition & Fees - - - -
6 Gross Graduate Tuition & Fees - - - -
7 Graduate Financial Aid - - - -
8 Net Graduate Tuition & Fees - - - -
9 Room & Board - - - -
10 Grants and Contracts - - - -
11 Facilities & Admin Costs Recovery - - - -
12 Gifts - - - -
13 Endowment Distributions - - - -
14 Investment Income - - - -
15 Other External Sales 5,000 - 238,847 4,000
16 Total Revenues 5,000$ -$ 238,847$ 4,000$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 1,850,302 2,301,137 806,611 6,244,122
18 Total Benefits 772,673 855,526 298,111 2,455,092
19 Supplies & Services 739,225 407,692 814,707 3,039,895
20 Capitalized Costs - - 115,738 -
21 Depreciation - - - -
22 Internal Loan - Principal & Interest - - - -
23 Debt Service - Principal - - - -
24 Debt Service - Interest - - - -
25 Internal Sales (49,500) - (1,147,300) (1,267,550)
26 Total Direct Expenses 3,312,700$ 3,564,355$ 887,867$ 10,471,559$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (100,000) (45,000) 42,000 (119,630)
28 Administrative Cost Allocations (3,207,700) (3,519,355) (734,395) (10,347,929)
29 Capital Cost Allocation - - - -
30 Subvention Allocation - - - -
31 Subvention Distribution - - - -
32 Total Allocations and Transfers (3,307,700)$ (3,564,355)$ (692,395)$ (10,467,559)$
33 Total Expenses & Cost Allocations 5,000$ -$ 195,472$ 4,000$
34 Results of Operations -$ -$ 43,375$ -$
35 Transfers (from) Operating Reserve - - 43,375 -
36 Transfers to (from) Quasi Endowments - - - -
37 Provisions for Facility and Equipment Renewal - - - -
38 Transfers to (from) Plant Fund - Project Related - - - -
- - - -
39 Net Results -$ -$ -$ -$
40 Transfer Net Results to Fund Balance - - - -
41 Adjusted Net Results -$ -$ -$ -$
F Y 1 8 B u d g e t B o o k | 195
OUPD Real Estate Risk Management Subtotal: Finance and
Administration
REVENUES
1 State Appropriations -$ -$ -$ -$
2 State Appropriations - Capital - - - -
3 Gross Undergraduate Tuition & Fees - - - -
4 Undergraduate Financial Aid - - - -
5 Net Undergraduate Tuition & Fees - - - -
6 Gross Graduate Tuition & Fees - - - -
7 Graduate Financial Aid - - - -
8 Net Graduate Tuition & Fees - - - -
9 Room & Board - - - -
10 Grants and Contracts - - - 2,697,100
11 Facilities & Admin Costs Recovery - - - -
12 Gifts - - - -
13 Endowment Distributions - - - -
14 Investment Income - - - -
15 Other External Sales 16,000 1,217,700 - 1,965,445
16 Total Revenues 16,000$ 1,217,700$ -$ 4,662,545$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 2,699,826 97,099 1,092,275 36,352,129
18 Total Benefits 1,087,743 41,826 398,749 14,850,910
19 Supplies & Services 389,351 621,173 300,800 11,285,375
20 Capitalized Costs 35,000 150 - 3,310,888
21 Depreciation - - - -
22 Internal Loan - Principal & Interest - - - 236,559
23 Debt Service - Principal - - - -
24 Debt Service - Interest - - - -
25 Internal Sales (4,000) - - (8,029,466)
26 Total Direct Expenses 4,207,920$ 760,248$ 1,791,824$ 58,006,395$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers - 453,957 (29,607) (717,088)
28 Administrative Cost Allocations (4,191,920) - (1,762,217) (52,696,815)
29 Capital Cost Allocation - - - -
30 Subvention Allocation - - - -
31 Subvention Distribution - - - -
32 Total Allocations and Transfers (4,191,920)$ 453,957$ (1,791,824)$ (53,413,903)$
33 Total Expenses & Cost Allocations 16,000$ 1,214,205$ -$ 4,592,492$
34 Results of Operations -$ 3,495$ -$ 70,053$
35 Transfers (from) Operating Reserve - - - 43,375
36 Transfers to (from) Quasi Endowments - - - -
37 Provisions for Facility and Equipment Renewal - 3,495 - 3,495
38 Transfers to (from) Plant Fund - Project Related - - - -
- - - -
39 Net Results -$ -$ -$ 23,183$
40 Transfer Net Results to Fund Balance - - - 23,183
41 Adjusted Net Results -$ -$ -$ -$
196 | F Y 1 8 B u d g e t B o o k
Wellworks WOUB Capital Improvement Transfer Adjustments Total: Administrative
& Academic Support
REVENUES
1 State Appropriations -$ -$ -$ -$ 152,875$
2 State Appropriations - Capital - - - - -
3 Gross Undergraduate Tuition & Fees - - - - 5,300,794
4 Undergraduate Financial Aid - (1,176) - - 6,286,012
5 Net Undergraduate Tuition & Fees - (1,176) - - 11,586,806
6 Gross Graduate Tuition & Fees - - - - 683,145
7 Graduate Financial Aid - - - - (127,165)
8 Net Graduate Tuition & Fees - - - - 555,980
9 Room & Board - - - - -
10 Grants and Contracts 242,284 2,116,175 - - 6,775,506
11 Facilities & Admin Costs Recovery - - - - 1,050,000
12 Gifts - 626,000 - - 2,322,618
13 Endowment Distributions - 2,159 - - 14,019,964
14 Investment Income - - - - 1,580,627
15 Other External Sales 326,500 237,625 - - 15,751,659
16 Total Revenues 568,784$ 2,980,783$ -$ -$ 53,796,034$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 748,986 2,291,094 - 1,689,955 100,983,925
18 Total Benefits 195,839 837,595 - 575,823 39,812,256
19 Supplies & Services 84,720 2,143,731 2,965,780 6,266,837 79,472,873
20 Capitalized Costs - 490,485 - - 4,730,802
21 Depreciation - - - - -
22 Internal Loan - Principal & Interest - 353,463 - - 31,661,342
23 Debt Service - Principal - - - - -
24 Debt Service - Interest - - - - -
25 Internal Sales - (87,453) - - (13,129,028)
26 Total Direct Expenses 1,029,545$ 6,028,915$ 2,965,780$ 8,532,615$ 243,532,170$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (186,324) (31,000) - (8,312,408) (14,582,945)
28 Administrative Cost Allocations (287,498) (2,240,141) - (220,207) (164,299,926)
29 Capital Cost Allocation - - - - (13,100,533)
30 Subvention Allocation - - - - (2,686)
31 Subvention Distribution - - - - (445,518)
32 Total Allocations and Transfers (473,822)$ (2,271,141)$ -$ (8,532,615)$ (192,431,608)$
33 Total Expenses & Cost Allocations 555,723$ 3,757,774$ 2,965,780$ -$ 51,100,562$
34 Results of Operations 13,060$ (776,991)$ (2,965,780)$ -$ 2,695,472$
35 Transfers (from) Operating Reserve - (18,412,349) - - (13,461,172)
36 Transfers to (from) Quasi Endowments - 14,135,358 - - 14,135,358
37 Provisions for Facility and Equipment Renewal 13,059 - - - 16,554
38 Transfers to (from) Plant Fund - Project Related - 3,500,000 (2,965,780) - 2,559,220
- - - - -
39 Net Results -$ -$ -$ -$ (554,489)$
40 Transfer Net Results to Fund Balance - - - - (554,490)
41 Adjusted Net Results -$ -$ -$ -$ -$
F Y 1 8 B u d g e t B o o k | 197
F Y 1 8 B u d g e t B o o k | 198
Strategic Opportunity Reserve & Subvention
(in millions)
Athens Colleges
and Schools
Regional
Campuses and
Centers
Auxiliaries
Administrative
& Academic
Support
Strategic
Opportuinity
Reserve &
Subvention
Operating
Activity
Subtotal
Non Operating
Activity
Financial
Statement Adj
& Component
Units
GAAP Adj
Totals
REVENUES
1 State Appropriations 137.4$ 24.3$ -$ 0.2$ 2.9$ 164.8$ 2.0$ -$ 166.8$
2 State Appropriations - Capital - - - - - - 32.5 - 32.5
3 Gross Undergraduate Tuition & Fees 258.3 35.4 - 5.3 4.6 303.6 - - 303.6
4 Undergraduate Financial Aid (46.2) (5.4) (12.5) 6.3 (4.8) (62.5) - - (62.5)
5 Net Undergraduate Tuition & Fees 212.1 30.0 (12.5) 11.6 (0.2) 241.1 - - 241.1
6 Gross Graduate Tuition & Fees 114.3 0.3 - 0.7 - 115.3 - - 115.3
7 Graduate Financial Aid (28.0) (0.1) - (0.1) - (28.2) - - (28.2)
8 Net Graduate Tuition & Fees 86.3 0.3 - 0.6 - 87.1 - - 87.1
9 Room & Board - - 92.9 - - 92.9 - - 92.9
10 Grants and Contracts 36.4 2.1 0.1 6.8 - 45.4 4.2 - 49.6
11 Facilities & Admin Costs Recovery 4.9 - - 1.1 - 6.0 - - 6.0
12 Gifts 4.9 0.3 2.4 2.3 - 10.0 10.0 - 20.0
13 Endowment Distributions 13.1 0.7 0.2 14.0 - 28.0 (28.0) - -
14 Investment Income - - - 1.6 4.5 6.1 47.9 0.3 54.3
15 Other External Sales 5.2 0.8 17.1 15.8 - 38.9 - 6.5 45.4
16 Total Revenues 500.5$ 58.5$ 100.2$ 53.8$ 7.2$ 720.2$ 68.6$ 6.8$ 795.7$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 205.0 32.9 28.6 101.0 - 367.6 - - 367.6
18 Total Benefits 61.2 11.0 13.1 39.8 - 125.1 - - 125.1
19 Supplies & Services 67.4 6.8 35.6 79.5 - 189.2 0.2 3.9 193.3
20 Capitalized Costs 2.3 - 1.6 4.7 - 8.6 162.5 (171.1) -
21 Depreciation - - - - - - - 50.1 50.1
22 Internal Loan - Principal & Interest 5.4 0.3 13.8 31.7 - 51.1 (51.1) - -
23 Debt Service - Principal - - - - - - 16.1 (16.1) -
24 Debt Service - Interest - - - - - - 30.0 (1.5) 28.4
25 Internal Sales (2.0) - (7.0) (13.1) - (22.1) - - (22.1)
26 Total Direct Expenses 339.3$ 51.0$ 85.7$ 243.5$ -$ 719.6$ 157.6$ (134.7)$ 742.5$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (7.7) (0.7) 2.4 (14.6) 20.5 - - - -
28 Administrative Cost Allocations 149.2 15.4 (2.1) (164.3) 1.7 - - - -
29 Capital Cost Allocation 11.5 - 1.6 (13.1) - - - - -
30 Subvention Allocation 54.4 6.8 - - (61.2) - - - -
31 Subvention Distribution (46.4) (14.5) - (0.4) 61.3 - - - -
32 Total Allocations and Transfers 161.1$ 7.0$ 1.9$ (192.4)$ 22.4$ -$ -$ -$ -$
33 Total Expenses & Cost Allocations 500.4$ 58.0$ 87.7$ 51.1$ 22.4$ 719.6$ 157.6$ (134.7)$ 742.5$
34 Results of Operations 0.1$ 0.5$ 12.5$ 2.7$ (15.2)$ 0.6$ (88.9)$ 141.5$ 53.2$
35 Transfers (from) Operating Reserve (6.7) - (0.2) (13.5) (15.9) (36.3) 17.9 18.4 -
36 Transfers to (from) Quasi Endowments - - - 14.1 0.8 14.9 (14.9) - -
37 Provisions for Facility and Equipment Renewal - - 0.2 - - 0.2 (0.2) - -
38 Transfers to (from) Plant Fund - Project Related 5.1 - 19.9 2.6 - 27.6 (27.6) - -
39 Net Results 1.6$ 0.5$ (7.4)$ (0.6)$ -$ (5.8)$ (64.1)$ 123.1$ 53.2$
40 Transfer Net Results to Fund Balance 1.6 0.5 (7.4) (0.6) - (5.8) 5.8 - -
41 Adjusted Net Results -$ -$ -$ -$ -$ -$ (69.9)$ 123.1$ 53.2$
F Y 1 8 B u d g e t B o o k | 199
Strategic
Opportunity
Reserve
Institutional
Reserve Provost Reserves Subvention
Total: Strategic
Opportunity Reserve
& Subvention
REVENUES
1 State Appropriations 2,869,911$ -$ -$ -$ 2,869,911$
2 State Appropriations - Capital - - - - -
3 Gross Undergraduate Tuition & Fees 4,629,432 - - - 4,629,432
4 Undergraduate Financial Aid (4,798,477) - - - (4,798,477)
5 Net Undergraduate Tuition & Fees (169,045) - - - (169,045)
6 Gross Graduate Tuition & Fees - - - - -
7 Graduate Financial Aid - - - - -
8 Net Graduate Tuition & Fees - - - - -
9 Room & Board - - - - -
10 Grants and Contracts - - - - -
11 Facilities & Admin Costs Recovery - - - - -
12 Gifts - - - - -
13 Endowment Distributions - - - - -
14 Investment Income 4,500,000 - - - 4,500,000
15 Other External Sales - - - - -
16 Total Revenues 7,200,866$ -$ -$ -$ 7,200,866$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll - - - - -
18 Total Benefits - - - - -
19 Supplies & Services - - - - -
20 Capitalized Costs - - - - -
21 Depreciation - - - - -
22 Internal Loan - Principal & Interest - - - - -
23 Debt Service - Principal - - - - -
24 Debt Service - Interest - - - - -
25 Internal Sales - - - - -
26 Total Direct Expenses -$ -$ -$ -$ -$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers 20,178,488 500,000 2,278,699 (2,424,580) 20,532,607
28 Administrative Cost Allocations 2,208,000 (500,000) - - 1,708,000
29 Capital Cost Allocation - - - - -
30 Subvention Allocation - - - (61,169,886) (61,169,886)
31 Subvention Distribution - - (2,278,699) 63,594,466 61,315,767
32 Total Allocations and Transfers 22,386,488$ -$ -$ -$ 22,386,488$
33 Total Expenses & Cost Allocations 22,386,488$ -$ -$ -$ 22,386,488$
34 Results of Operations (15,185,622)$ -$ -$ -$ (15,185,622)$
35 Transfers (from) Operating Reserve (15,935,622) - - - (15,935,622)
36 Transfers to (from) Quasi Endowments 750,000 - - - 750,000
37 Provisions for Facility and Equipment Renewal - - - - -
38 Transfers to (from) Plant Fund - Project Related - - - - -
- - - - -
39 Net Results -$ -$ -$ -$ -$
40 Transfer Net Results to Fund Balance - - - - -
41 Adjusted Net Results -$ -$ -$ -$ -$
200 | F Y 1 8 B u d g e t B o o k
F Y 1 8 B u d g e t B o o k | 201
18 Non-Operating, Financial Statement Adjustments & Component Unit
Summaries
Non-Operating Activity
(in millions)
Athens Colleges
and Schools
Regional
Campuses and
Centers
Auxiliaries
Administrative
& Academic
Support
Strategic
Opportuinity
Reserve &
Subvention
Operating
Activity Subtotal
Non Operating
Activity
Financial
Statement Adj
& Component
Units
GAAP Adj
Totals
REVENUES
1 State Appropriations 137.4$ 24.3$ -$ 0.2$ 2.9$ 164.8$ 2.0$ -$ 166.8$
2 State Appropriations - Capital - - - - - - 32.5 - 32.5
3 Gross Undergraduate Tuition & Fees 258.3 35.4 - 5.3 4.6 303.6 - - 303.6
4 Undergraduate Financial Aid (46.2) (5.4) (12.5) 6.3 (4.8) (62.5) - - (62.5)
5 Net Undergraduate Tuition & Fees 212.1 30.0 (12.5) 11.6 (0.2) 241.1 - - 241.1
6 Gross Graduate Tuition & Fees 114.3 0.3 - 0.7 - 115.3 - - 115.3
7 Graduate Financial Aid (28.0) (0.1) - (0.1) - (28.2) - - (28.2)
8 Net Graduate Tuition & Fees 86.3 0.3 - 0.6 - 87.1 - - 87.1
9 Room & Board - - 92.9 - - 92.9 - - 92.9
10 Grants and Contracts 36.4 2.1 0.1 6.8 - 45.4 4.2 - 49.6
11 Facilities & Admin Costs Recovery 4.9 - - 1.1 - 6.0 - - 6.0
12 Gifts 4.9 0.3 2.4 2.3 - 10.0 10.0 - 20.0
13 Endowment Distributions 13.1 0.7 0.2 14.0 - 28.0 (28.0) - -
14 Investment Income - - - 1.6 4.5 6.1 47.9 0.3 54.3
15 Other External Sales 5.2 0.8 17.1 15.8 - 38.9 - 6.5 45.4
16 Total Revenues 500.5$ 58.5$ 100.2$ 53.8$ 7.2$ 720.2$ 68.6$ 6.8$ 795.7$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 205.0 32.9 28.6 101.0 - 367.6 - - 367.6
18 Total Benefits 61.2 11.0 13.1 39.8 - 125.1 - - 125.1
19 Supplies & Services 67.4 6.8 35.6 79.5 - 189.2 0.2 3.9 193.3
20 Capitalized Costs 2.3 - 1.6 4.7 - 8.6 162.5 (171.1) -
21 Depreciation - - - - - - - 50.1 50.1
22 Internal Loan - Principal & Interest 5.4 0.3 13.8 31.7 - 51.1 (51.1) - -
23 Debt Service - Principal - - - - - - 16.1 (16.1) -
24 Debt Service - Interest - - - - - - 30.0 (1.5) 28.4
25 Internal Sales (2.0) - (7.0) (13.1) - (22.1) - - (22.1)
26 Total Direct Expenses 339.3$ 51.0$ 85.7$ 243.5$ -$ 719.6$ 157.6$ (134.7)$ 742.5$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (7.7) (0.7) 2.4 (14.6) 20.5 - - - -
28 Administrative Cost Allocations 149.2 15.4 (2.1) (164.3) 1.7 - - - -
29 Capital Cost Allocation 11.5 - 1.6 (13.1) - - - - -
30 Subvention Allocation 54.4 6.8 - - (61.2) - - - -
31 Subvention Distribution (46.4) (14.5) - (0.4) 61.3 - - - -
32 Total Allocations and Transfers 161.1$ 7.0$ 1.9$ (192.4)$ 22.4$ -$ -$ -$ -$
33 Total Expenses & Cost Allocations 500.4$ 58.0$ 87.7$ 51.1$ 22.4$ 719.6$ 157.6$ (134.7)$ 742.5$
34 Results of Operations 0.1$ 0.5$ 12.5$ 2.7$ (15.2)$ 0.6$ (88.9)$ 141.5$ 53.2$
35 Transfers (from) Operating Reserve (6.7) - (0.2) (13.5) (15.9) (36.3) 17.9 18.4 -
36 Transfers to (from) Quasi Endowments - - - 14.1 0.8 14.9 (14.9) - -
37 Provisions for Facility and Equipment Renewal - - 0.2 - - 0.2 (0.2) - -
38 Transfers to (from) Plant Fund - Project Related 5.1 - 19.9 2.6 - 27.6 (27.6) - -
39 Net Results 1.6$ 0.5$ (7.4)$ (0.6)$ -$ (5.8)$ (64.1)$ 123.1$ 53.2$
40 Transfer Net Results to Fund Balance 1.6 0.5 (7.4) (0.6) - (5.8) 5.8 - -
41 Adjusted Net Results -$ -$ -$ -$ -$ -$ (69.9)$ 123.1$ 53.2$
202 | F Y 1 8 B u d g e t B o o k
Endowment Century Bond Internal Bank Capital Total: Non-Operating
Activity
REVENUES
1 State Appropriations -$ -$ 2,000,000$ -$ 2,000,000$
2 State Appropriations - Capital - - - 32,487,885 32,487,885
3 Gross Undergraduate Tuition & Fees - - - - -
4 Undergraduate Financial Aid - - - - -
5 Net Undergraduate Tuition & Fees - - - - -
6 Gross Graduate Tuition & Fees - - - - -
7 Graduate Financial Aid - - - - -
8 Net Graduate Tuition & Fees - - - - -
9 Room & Board - - - - -
10 Grants and Contracts - - 200,000 4,045,646 4,245,646
11 Facilities & Admin Costs Recovery - - - - -
12 Gifts 10,000,480 - - - 10,000,480
13 Endowment Distributions (27,970,199) - - - (27,970,199)
14 Investment Income 31,574,588 10,800,000 5,500,000 - 47,874,588
15 Other External Sales - - - - -
16 Total Revenues 13,604,869$ 10,800,000$ 7,700,000$ 36,533,531$ 68,638,399$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll - - - - -
18 Total Benefits - - - - -
19 Supplies & Services - - 165,000 - 165,000
20 Capitalized Costs - - - 162,474,148 162,474,148
21 Depreciation - - - - -
22 Internal Loan - Principal & Interest - (11,500,000) (39,631,634) - (51,131,634)
23 Debt Service - Principal - - 16,100,000 - 16,100,000
24 Debt Service - Interest - 13,975,000 16,000,000 - 29,975,000
25 Internal Sales - - - - -
26 Total Direct Expenses -$ 2,475,000$ (7,366,634)$ 162,474,148$ 157,582,514$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers - - - - -
28 Administrative Cost Allocations - - - - -
29 Capital Cost Allocation - - - - -
30 Subvention Allocation - - - - -
31 Subvention Distribution - - - - -
32 Total Allocations and Transfers -$ -$ -$ -$ -$
33 Total Expenses & Cost Allocations -$ 2,475,000$ (7,366,634)$ 162,474,148$ 157,582,514$
34 Results of Operations 13,604,869$ 8,325,000$ 15,066,634$ (125,940,618)$ (88,944,115)$
35 Transfers (from) Operating Reserve - - 17,869,280 - 17,869,280
36 Transfers to (from) Quasi Endowments (14,885,358) - - - (14,885,358)
37 Provisions for Facility and Equipment Renewal - - - (241,554) (241,554)
38 Transfers to (from) Plant Fund - Project Related - 10,000,000 42,000,000 (79,571,535) (27,571,535)
- - - - -
39 Net Results 28,490,227$ (1,675,000)$ (44,802,646)$ (46,127,529)$ (64,114,948)$
40 Transfer Net Results to Fund Balance - - 5,809,840 - 5,809,840
41 Adjusted Net Results 28,490,227$ (1,675,000)$ (50,612,485)$ (46,127,529)$ (69,924,787)$
F Y 1 8 B u d g e t B o o k | 203
Financial Statement Adjustments & Component Units
(in millions)
Athens Colleges
and Schools
Regional
Campuses and
Centers
Auxiliaries
Administrative
& Academic
Support
Strategic
Opportuinity
Reserve &
Subvention
Operating
Activity Subtotal
Non Operating
Activity
Financial
Statement Adj
& Component
Units
GAAP Adj
Totals
REVENUES
1 State Appropriations 137.4$ 24.3$ -$ 0.2$ 2.9$ 164.8$ 2.0$ -$ 166.8$
2 State Appropriations - Capital - - - - - - 32.5 - 32.5
3 Gross Undergraduate Tuition & Fees 258.3 35.4 - 5.3 4.6 303.6 - - 303.6
4 Undergraduate Financial Aid (46.2) (5.4) (12.5) 6.3 (4.8) (62.5) - - (62.5)
5 Net Undergraduate Tuition & Fees 212.1 30.0 (12.5) 11.6 (0.2) 241.1 - - 241.1
6 Gross Graduate Tuition & Fees 114.3 0.3 - 0.7 - 115.3 - - 115.3
7 Graduate Financial Aid (28.0) (0.1) - (0.1) - (28.2) - - (28.2)
8 Net Graduate Tuition & Fees 86.3 0.3 - 0.6 - 87.1 - - 87.1
9 Room & Board - - 92.9 - - 92.9 - - 92.9
10 Grants and Contracts 36.4 2.1 0.1 6.8 - 45.4 4.2 - 49.6
11 Facilities & Admin Costs Recovery 4.9 - - 1.1 - 6.0 - - 6.0
12 Gifts 4.9 0.3 2.4 2.3 - 10.0 10.0 - 20.0
13 Endowment Distributions 13.1 0.7 0.2 14.0 - 28.0 (28.0) - -
14 Investment Income - - - 1.6 4.5 6.1 47.9 0.3 54.3
15 Other External Sales 5.2 0.8 17.1 15.8 - 38.9 - 6.5 45.4
16 Total Revenues 500.5$ 58.5$ 100.2$ 53.8$ 7.2$ 720.2$ 68.6$ 6.8$ 795.7$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll 205.0 32.9 28.6 101.0 - 367.6 - - 367.6
18 Total Benefits 61.2 11.0 13.1 39.8 - 125.1 - - 125.1
19 Supplies & Services 67.4 6.8 35.6 79.5 - 189.2 0.2 3.9 193.3
20 Capitalized Costs 2.3 - 1.6 4.7 - 8.6 162.5 (171.1) -
21 Depreciation - - - - - - - 50.1 50.1
22 Internal Loan - Principal & Interest 5.4 0.3 13.8 31.7 - 51.1 (51.1) - -
23 Debt Service - Principal - - - - - - 16.1 (16.1) -
24 Debt Service - Interest - - - - - - 30.0 (1.5) 28.4
25 Internal Sales (2.0) - (7.0) (13.1) - (22.1) - - (22.1)
26 Total Direct Expenses 339.3$ 51.0$ 85.7$ 243.5$ -$ 719.6$ 157.6$ (134.7)$ 742.5$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers (7.7) (0.7) 2.4 (14.6) 20.5 - - - -
28 Administrative Cost Allocations 149.2 15.4 (2.1) (164.3) 1.7 - - - -
29 Capital Cost Allocation 11.5 - 1.6 (13.1) - - - - -
30 Subvention Allocation 54.4 6.8 - - (61.2) - - - -
31 Subvention Distribution (46.4) (14.5) - (0.4) 61.3 - - - -
32 Total Allocations and Transfers 161.1$ 7.0$ 1.9$ (192.4)$ 22.4$ -$ -$ -$ -$
33 Total Expenses & Cost Allocations 500.4$ 58.0$ 87.7$ 51.1$ 22.4$ 719.6$ 157.6$ (134.7)$ 742.5$
34 Results of Operations 0.1$ 0.5$ 12.5$ 2.7$ (15.2)$ 0.6$ (88.9)$ 141.5$ 53.2$
35 Transfers (from) Operating Reserve (6.7) - (0.2) (13.5) (15.9) (36.3) 17.9 18.4 -
36 Transfers to (from) Quasi Endowments - - - 14.1 0.8 14.9 (14.9) - -
37 Provisions for Facility and Equipment Renewal - - 0.2 - - 0.2 (0.2) - -
38 Transfers to (from) Plant Fund - Project Related 5.1 - 19.9 2.6 - 27.6 (27.6) - -
39 Net Results 1.6$ 0.5$ (7.4)$ (0.6)$ -$ (5.8)$ (64.1)$ 123.1$ 53.2$
40 Transfer Net Results to Fund Balance 1.6 0.5 (7.4) (0.6) - (5.8) 5.8 - -
41 Adjusted Net Results -$ -$ -$ -$ -$ -$ (69.9)$ 123.1$ 53.2$
204 | F Y 1 8 B u d g e t B o o k
Financial Statement
Adjustments Component Units
Total: Financial
Statement Adj &
Component Units
REVENUES
1 State Appropriations -$ -$ -$
2 State Appropriations - Capital - - -
3 Gross Undergraduate Tuition & Fees - - -
4 Undergraduate Financial Aid - - -
5 Net Undergraduate Tuition & Fees - - -
6 Gross Graduate Tuition & Fees - - -
7 Graduate Financial Aid - - -
8 Net Graduate Tuition & Fees - - -
9 Room & Board - - -
10 Grants and Contracts - - -
11 Facilities & Admin Costs Recovery - - -
12 Gifts - - -
13 Endowment Distributions - - -
14 Investment Income - 348,761 348,761
15 Other External Sales (3,166,440) 9,651,859 6,485,419
16 Total Revenues (3,166,440)$ 10,000,620$ 6,834,180$
EXPENSES & INDIRECT COST ALLOCATIONS
17 Total Salaries, Wages, & Other Payroll - - -
18 Total Benefits - - -
19 Supplies & Services (3,166,440) 7,071,887 3,905,447
20 Capitalized Costs (171,101,310) - (171,101,310)
21 Depreciation 49,790,000 340,696 50,130,696
22 Internal Loan - Principal & Interest - - -
23 Debt Service - Principal (16,100,000) - (16,100,000)
24 Debt Service - Interest (1,531,000) - (1,531,000)
25 Internal Sales - - -
26 Total Direct Expenses (142,108,750)$ 7,412,583$ (134,696,167)$
ALLOCATIONS & TRANSFERS
27 Internal Allocations & Transfers - - -
28 Administrative Cost Allocations - - -
29 Capital Cost Allocation - - -
30 Subvention Allocation - - -
31 Subvention Distribution - - -
32 Total Allocations and Transfers -$ -$ -$
33 Total Expenses & Cost Allocations (142,108,750)$ 7,412,583$ (134,696,167)$
34 Results of Operations 138,942,310$ 2,588,037$ 141,530,347$
35 Transfers (from) Operating Reserve 18,412,349 - 18,412,349
36 Transfers to (from) Quasi Endowments - - -
37 Provisions for Facility and Equipment Renewal - - -
38 Transfers to (from) Plant Fund - Project Related - - -
- - -
39 Net Results 120,529,961$ 2,588,037$ 123,117,998$
40 Transfer Net Results to Fund Balance - - -
41 Adjusted Net Results 120,529,961$ 2,588,037$ 123,117,998$
F Y 1 8 B u d g e t B o o k | 205
19 Future Year Planning Assumptions
State Appropriations
State Appropriations: Planning assumptions for statewide appropriation growth in FY18 and FY19 are 0%, based
upon the current version of the State of Ohio Operating Budget Bill for the upcoming biennium. Currently, the
University is assuming a 2% statewide appropriation growth for FY2020-2021. The assumption of a constant
share of SSI (OHIO Share – 10.5%) will be a function of future model changes, our success in growing programs
(and corresponding credit hour and degree completions), and how our rate of growth compares to other IUC
schools.
Topic Item FY18 - Planning Assumption FY19 - Planning Assumption FY20-FY21 Planning Assumption Where Assumption is Used
1Cap Calculation: (Budget Bill (0%) + 5-year CPI
(1.3%))
Cap Calculation: (Budget Bill (0%) + 5-year CPI
(1.3%))
Cap Calculation: (Budget Bill (2%) + 5-year CPI
(1.3%))Tuition/SSI/SFA Model
2 Tuition Increase: 1.3% Tuition Increase: 1.3% Tuition Increase: 3.3% Tuition/SSI/SFA Model
3 Room Increase: 3.5% Room Increase: 3.5% Room Increase: 3.5% Tuition/SSI/SFA Model
4 Board Increase: 2.0% Board Increase: 2.0% Board Increase: 2.0% Tuition/SSI/SFA Model
5 Cap: 0% Cap: 0% Cap: 2% Tuition/SSI/SFA Model
6 Tuition Increase: 0% Tuition Increase: 0% Tuition Increase: 2% Tuition/SSI/SFA Model
7 Room Increase: 0% Room Increase: 0% Room Increase: 0% Tuition/SSI/SFA Model
8 Board Increase: 0% Board Increase: 0% Board Increase: 0% Tuition/SSI/SFA Model
9 Athens UG New Freshman: 4,109 Athens UG New Freshman: 4,109 Athens UG New Freshman: 4,109 Tuition/SSI/SFA Model
10 Transfers Enrollment Increase: 545 Transfers Enrollment Increase: 545 Transfers Enrollment Increase: 545 Tuition/SSI/SFA Model
11 Retention Rate: 3-year avg. Retention Rate: 3-year avg. Retention Rate: 3-year avg. Tuition/SSI/SFA Model
12 Graduation Rate: 3-year avg. Graduation Rate: 3-year avg. Graduation Rate: 3-year avg. Tuition/SSI/SFA Model
13 College Share of Financial Aid: -$2.0M College Share of Financial Aid: $1.5MCollege Share of Financial Aid: FY20 = $4.3M
FY21 correlates to Tuition, Room & BoardTuition/SSI/SFA Model
14 Student Financial Aid: $3.2M Student Financial Aid: $0.8MStudent Financial Aid: FY20 = $0.8M
FY21 correlates to Tuition, Room & BoardTuition/SSI/SFA Model
15 ICA: Correlates to Tuition, Room & Board ICA: Correlates to Tuition, Room & Board ICA: Correlates to Tuition, Room & Board Tuition/SSI/SFA Model
16Auxiliary Support: $2M
($4M total)Auxiliary Support: $.5M ($4.5M total)
Auxiliary Support: FY20 = $.5M
FY21 correlates to Tuition, Room & BoardTuition/SSI/SFA Model
Endowment
Distributions17
Projection based on 36 months avg as of
12/31/16 per FY2018 Endowment Distributions
Report distributed by Candice Casto Feb 2017
Market value growth per Foundation
investment return forecast
Market value growth per Foundation
investment return forecast
Endowment Distributions by
PU
18 State Appropriation Growth: 0% State Appropriation Growth: 0% State Appropriation Growth: 2% Tuition/SSI/SFA Model
19 OHIO Share: 10.5% OHIO Share: 10.5% OHIO Share: 10.5% Tuition/SSI/SFA Model
20 Guarantee Adjustment: $0M Guarantee Adjustment: $0M Guarantee Adjustment: $0M Tuition/SSI/SFA Model
21 Allocations to Colleges: -2.3% Allocations to Colleges: 1% Allocations to Colleges: 2% Tuition/SSI/SFA Model
22 Cost Growth: 6% Cost Growth: 6% Cost Growth: 6% Planning Unit Input
23 University Contribution Growth: 5% University Contribution Growth: 5% University Contribution Growth: 5% Planning Unit Input
24 Raise Pool: 0% Raise Pool: 0% Raise Pool: 2% Planning Unit Input
25 Faculty Compensation Plan (FCI): 0% Faculty Compensation Plan (FCI): 0% Faculty Compensation Plan (FCI): 1% Planning Unit Input
26 Staff Compensation Initiative (SCI): 0% Staff Compensation Initiative (SCI): 0% Staff Compensation Initiative (SCI): 1% Planning Unit Input
27 Compliance: $0M Compliance: $1M Compliance: $2M Allocated Cost Model
28 Compensation: $0.3M Compensation: $0.3MCompensation: FY20 = $3.2M
FY21 = $3.3MAllocated Cost Model
29 Capital Model: $0.5M Capital Model: $0.9M Capital Model: $0.9M Allocated Cost Model
30 Utilities: $0.3M Utilities: $0.6M Utilities: $0.6M Allocated Cost Model
31 Plant Operation & Maintenance: $.2M Plant Operation & Maintenance: $.2M Plant Operation & Maintenance: $.2M Allocated Cost Model
32 Distance Learning: $0.7M Distance Learning: $1.0MDistance Learning: FY20 = $1.3M
FY21 = $1MAllocated Cost Model
33 Deferred Maintenance: $1.3M Deferred Maintenance: $1.3M Deferred Maintenance: $1.3M Depreciation Model
34 Capital Plan Debt: $0.9M Capital Plan Debt: $0.9M Capital Plan Debt: $0.9M Depreciation Model
Subvention 35
Subvention Distribution same as Base FY17
Subvention with OTO funding based on budget
volatility.
Subvention Distribution same as Base FY17
Subvention
Subvention Distribution same as Base FY17
SubventionPlanning Unit Input
Healthcare
SSI
Capital Cost Model
Allocated Costs
Raise Pool
Guarantee Student
Rates
Financial Aid
(Incremental Increase)
UG Enrollment
Non-Guarantee Student
Rates
206 | F Y 1 8 B u d g e t B o o k
Undergraduate Tuition
Guarantee Tuition: Future year planning assumptions of tuition rates for incoming OHIO Guarantee cohort will
be 1.3% higher in FY18 than the previous cohort. The 1.3% increase assumes a 0% undergraduate tuition cap in
each year, as initially proposed in the Governor’s Executive Budget, and a 5-year CPI inflation assumption of
1.3%. The future year planning assumption for tuition in FY2020-2021 for incoming Ohio Guarantee Cohorts is
3.3% higher than the FY19 cohort; an assumed 2% tuition cap combined with a 5-year CPI inflation assumption
of 1.3%.
The OHIO Guarantee 2015-2016 and OHIO Guarantee 2016-2017 cohorts will not see a change in rates, as their
rates were established at enrollment and locked in for 12 consecutive semesters.
Non-Guarantee Tuition: The future year planning assumption assumes a 0% undergraduate tuition cap within
the FY2018-FY2019 biennium and a 2% tuition assumption for the assumed FY2020-FY2021 budget bill. This
tuition growth applies only to continuing students that are not part of an OHIO Guarantee cohort (Regional
campus students and non-guarantee students on the Athens Campus).
Financial Aid: The financial aid assumptions are inclusive of student-athlete financial aid and general
scholarships to students. Growth in FY18 represents the fourth-year ramp-up of the OHIO Signature Award
program. Inflation in future years is correlated with the growth in tuition and fees.
Undergraduate & Graduate New Program Growth
Colleges have begun developing multi-year financial projections, including opportunities for new program
growth. As colleges develop capabilities to assess and implement new programs, we will be able to better
project future year growth.
Room and Board
Future year planning assumption of 3.5% for room rates is consistent with the 10-year financial pro-forma of the
Housing Development Plan. The future year planning assumption of 2% for board rates is linked to offsetting
personnel and food inflationary costs. These increases apply only to incoming cohorts under the OHIO
Guarantee, as continuing cohort rates are established at enrollment and remain unchanged.
Endowment Distribution
Future year planning assumptions for endowment distributions are a function of the past, current, and future
Endowment values (as of December 31, 2016). This assumption assumes a consistent spending policy, including
the spending rate (4% spending allocation and a 2% administrative fee), and the application of the spending rate
against the endowment's average market value for the trailing 36 months.
Gifts
The planning assumption for Gifts Expendable for Operations will be an outcome of the goal setting and
strategic direction of the Ohio University Foundation. Gifts Expendable for Operations exclude endowed and
capital gifts.
F Y 1 8 B u d g e t B o o k | 207
Salaries and Wages
Assumed growth in salaries and wages through FY20 is based on three components: raise pool, faculty
compensation initiative, and staff equity pool.
Raise Pool: The annual salary raise pool for FY18-FY19 is assumed to remain flat with 0% growth during the
biennium. The annual salary raise pool for FY20-21 is assumed to increase by 2% in each year.
Faculty Compensation Initiative (FCI): Future year planning assumption for FCI is 0% per year in FY18-19; with a
return to 1% FCI pools for FY20-21. FY17 represented the third year of a three-year initiative to move the
average salary for tenure-track faculty to rank third among four-year public universities in Ohio.
Staff Equity Pool: The staff equity pool rate is assumed to be 0% per year for FY18-19, in tandem with the 0%
raise pool. The purpose of the staff equity pool is to address unintentional pay compression and pay inversion
issues for existing employees that resulted from the COMP 2014 project. In FY20-21, our planning assumption
reflects a 1% increase in the SCI pool for future years.
Benefits
The overall cost of healthcare is expected to increase 6% annually from FY18-FY20. Of the 6%, the University
contribution to healthcare is assumed to grow at 5% annual pace, as recommended by the Benefits Advisory
Council.
Since mandatory benefit liabilities (Retirement, Medicare, and Workers’ Compensation) are a function of
Salary/Wage cost, future year assumptions for mandatory benefit growth are correlated to the rate of Salary &
Wage growth.
Internal Debt Service
Century Bond – Deferred Maintenance: The Century Deferred Maintenance Plan assumes a $10M capital
allocation each year, which creates an internal loan liability of $1.3M per year. FY18-20 will be years 4-6 of the
Century Bond model, which requires an annual operating budget investment of $1.3M each year for 10 years.
Capital Plan Debt Service: The future year planning assumption for internal debt service is a functio of the
assumed debt issuances in FY17 ($125M), FY19 ($125M), and FY21 ($75M).
Programmatic Investments
The future year planning assumption for programmatic investments is representative of institutional needs in
the following areas:
Student success initiatives
Program quality and growth
Inflationary costs
Regulatory requirements
Health and life safety
F Y 1 8 B u d g e t B o o k | 208
F Y 1 8 B u d g e t B o o k | 209
20 Appendix
Glossary of Terms
Auxiliary Funds - Funds that exist to furnish goods or services to members of the campus community – examples
include residence halls, food services, airport, parking, Intercollegiate Athletics.
Base Budget – Represents resources that are consistent and reasonably anticipated to continue from year to
year. For example, salaries for permanent positions are expected to be base funded.
Budget - The annual plan for the expenditure of estimated resources to support the University’s priorities and
operations.
Capital Budget - Budget/plan for capital assets and infrastructure such as facilities, renovation, information
technology, and certain equipment.
Expenditure – The use of funds to pay for activities related to the operation of the University.
Fiscal Year (FY) - The University’s fiscal year begins on July 1 and ends on June 30 of the following calendar year.
Fund - An income source established for the purpose of carrying on specific activities or objectives, in
accordance with special regulations, restrictions or designations.
Fund Balance - Funds that are not expended during the course of a fiscal year and become net assets of the
institution.
General Fee: A component of tuition (along with instructional fee) designated to support non-instructional
student services. The associated student services and activities exist to promote the student’s emotional and
physical well-being, as well as their cultural and social development outside of formal instructional programs.
General Funds - Unrestricted funds that support instruction, administrative, and physical plant expenditures.
This includes General Program, General Fee, and Designated Funds.
Internal Transfers - Represents financial activity between units within the University for services rendered.
One-time Funds - Resources that cannot be anticipated on a long-term or consistent basis and therefore should
not be allocated to support ongoing expenses.
Operating Budget - Detailed projection of all estimated income and expenses based on forecasted revenue
during a given period (usually one year) to support the operations of the University, including instruction,
scholarships and financial aid, and administrative activities.
Planning Units - Represents University organization structure that defines financial accountability.
Restricted Funds - Funds whose use has been restricted by an external agency or individual. These funds are
limited to support specific purposes and/or units. Examples include certain research awards and gifts.
210 | F Y 1 8 B u d g e t B o o k
Revenue - Inflow of funds from sales, services, fees, gifts, or other external sources, including the state of Ohio
and tuition.
State Share of Instruction Subsidy (SSI) - Unrestricted funding that supports a portion of instructional and
administrative costs incurred by campuses. Uses an outcome-based funding model based the following
outcomes: course and degree completion; retention of financially disadvantaged students; promotion of
instruction in science, technology, engineering, mathematics, and medicine (STEM2).
Transfers In - Resources transferred INTO one fund or unit FROM another fund or unit within the University. For
example, the Housing transfers funds INTO the facilities budget to support maintenance of dorms. The facilities
budget would show this as a Transfer In.
Transfers Out – Resources transferred FROM one fund or unit to another fund or unit within the University. For
example, the same transfer described above would show up in the Housing budget as a Transfer Out
Tuition Caps - The Ohio General Assembly has authority to establish limits on increases to the combination of
instructional and general fees. Typically applied to the tuitions assessed to undergraduate residents.
Unrestricted Funds - Refers to funds that have no external limitations on their use. Examples of unrestricted
funds include auxiliary funds and general funds.
F Y 1 8 B u d g e t B o o k | 211
Acronyms
ACA – Affordable Care Act
ADA – Americans with Disabilities Act
AFSCME – American Federation of State, County and municipal Employees
ARP – Alternative Retirement Plan
BOT – Board of Trustees
BSN – Bachelor of Science in Nursing
CC+ - College Credit Plus
CDC – Child Development Center
CEU – Continuing Education Unit
CHSP – College and Health and Science Professionals
CIP – Capital Improvement Plan
CIS – Center for International Studies
CMP – Comprehensive Master Plan
DC Plan – Defined Contribution Plan
ECRC – University Equity and Civil Rights Compliance
EIP – Energy Infrastructure Project
ETM – Engineering Technology and Management
F&A – Facilities & Administrative (Cost Recovery on Grants)
FAFSA – Free Application for Federal Student Aid
FLSA – Fair Labor Standards Act
FOP – Fraternal Order of Police
FTE – Full Time Equivalent
FY – Fiscal Year
HCOM – Heritage College of Osteopathic Medicine
HPEC – Health and Physical Education Center
HTC – Honors Tutorial College
ICA – Intercollegiate Athletics
IR – Institutional Research
ISFS – International Student & Faculty Services
IPS – Investment Policy Statement
212 | F Y 1 8 B u d g e t B o o k
ISC – Investment Sub-Committee
IUC – Inter-University Council
MPA – Masters of Public Administration
NACUBO – National Association of College and University Budget Officers
NASF – Net Assignable Square Footage
NBU – Non-Bargaining Unit
NCSE – NACUBO Commonfund Study of Endowments
ODHE – Ohio Department of Higher Education
OGA – Office of Global Affairs
OGAIS – Office of Global Affairs and International Studies
OGO – Office of Global Opportunities
OIT - Office of Information Technology
OPERS – Ohio Public Employee Retirement System
OSAI – OHIO Service Alignment Initiative
OTO – One Time Only
OUF – Ohio University Foundation
OUPD – Ohio University Police Department
PPO – Preferred Provider Organization
PTO – Paid Time Off
RCM – Responsibility Center Management
RHE – Regional Higher Education
RN – Registered Nurse
S&P – Standard & Poor’s
SSI – State Share of Instruction
SOR – Strategic Opportunity Reserve
STRS – State Teachers Retirement System
UHR – University Human Resources
UMP – Utility Master Plan
VPFA – Vice President Finance & Administration
VPSA – Vice President Student Affairs
F Y 1 8 B u d g e t B o o k | 213
Tuition Rates The following rates represent the tuition tables based on the continuation of an undergraduate tuition freeze
included in the final FY 18-19 State of Ohio Operating Budget.
FY 2018 Tuition Schedule – OHIO Guarantee Students Athens Campus Undergraduate Tuition (Per Semester)
FY 2017 Tuition Schedule – OHIO Guarantee Students Athens Campus Undergraduate Tuition (Per Semester)
Credit Instructional General Ohio Non-Resident Out-of-State
Hours Fee Fee Resident Total Fee Resident Total
1 500 63 563 466 1,029
2 1,000 126 1,126 932 2,058
3 1,500 189 1,689 1,398 3,087
4 2,000 252 2,252 1,864 4,116
5 2,500 315 2,815 2,330 5,145
6 3,000 378 3,378 2,796 6,174
7 3,500 441 3,941 3,262 7,203
8 4,000 504 4,504 3,728 8,232
9 4,500 567 5,067 4,194 9,261
10 5,000 630 5,630 4,660 10,290
11 5,000 630 5,630 4,660 10,290
12-20* 5,268 680 5,948 4,732 10,680
*Beyond 20 Hours: Resident Fee is $279/hr and Non-Resident Fee is $533/hr
Credit Instructional General Ohio Non-Resident Out-of-State
Hours Fee Fee Resident Total Fee Resident Total
1 494 62 556 466 1,022
2 988 124 1,112 932 2,044
3 1,482 186 1,668 1,398 3,066
4 1,976 248 2,224 1,864 4,088
5 2,470 310 2,780 2,330 5,110
6 2,964 372 3,336 2,796 6,132
7 3,458 434 3,892 3,262 7,154
8 3,952 496 4,448 3,728 8,176
9 4,446 558 5,004 4,194 9,198
10 4,940 620 5,560 4,660 10,220
11 4,940 620 5,560 4,660 10,220
12-20* 5,201 671 5,872 4,732 10,604
*Beyond 20 Hours: Resident Fee is $276/hr and Non-Resident Fee is $530/hr
214 | F Y 1 8 B u d g e t B o o k
FY 2016 Tuition Schedule – OHIO Guarantee Students
Athens Campus Undergraduate Tuition (Per Semester)
FY 2018 Tuition Schedule – Non-Guarantee Students
Athens Campus Undergraduate Tuition (Per Semester)
Credit Instructional General Ohio Non-Resident Out-of-State
Hours Fee Fee Resident Total Fee Resident Total
1 486 61 547 442 989
2 972 122 1,094 884 1,978
3 1,458 183 1,641 1,326 2,967
4 1,944 244 2,188 1,768 3,956
5 2,430 305 2,735 2,210 4,945
6 2,916 366 3,282 2,652 5,934
7 3,402 427 3,829 3,094 6,923
8 3,888 488 4,376 3,536 7,912
9 4,374 549 4,923 3,978 8,901
10 4,860 610 5,470 4,420 9,890
11 4,860 610 5,470 4,420 9,890
12-20* 5,114 660 5,774 4,482 10,256
*Beyond 20 Hours: Resident Fee is $271/hr and Non-Resident Fee is $502/hr
Credit Instructional General Ohio Non-Resident Out-of-State
Hours Fee Fee Resident Total Fee Resident Total
1 441 58 499 442 941
2 882 116 998 884 1,882
3 1,323 174 1,497 1,326 2,823
4 1,764 232 1,996 1,768 3,764
5 2,205 290 2,495 2,210 4,705
6 2,646 348 2,994 2,652 5,646
7 3,087 406 3,493 3,094 6,587
8 3,528 464 3,992 3,536 7,528
9 3,969 522 4,491 3,978 8,469
10 4,410 580 4,990 4,420 9,410
11 4,410 580 4,990 4,420 9,410
12-20* 4,640 628 5,268 4,482 9,750
*Beyond 20 Hours: Resident Fee is $247/hr and Non-Resident Fee is $478/hr
F Y 1 8 B u d g e t B o o k | 215
Credit Instructional General Ohio Non-Resident Out-of-State Credit Instructional General Ohio Non-Resident Out-of-State
Hours Fee Fee Resident Total Fee Resident Total Hours Fee Fee Resident Total Fee Resident Total
1 224 3 227 189 416 1 216 3 219 86 305
2 448 6 454 378 832 2 432 6 438 172 610
3 672 9 681 567 1,248 3 648 9 657 258 915
4 896 12 908 756 1,664 4 864 12 876 344 1,220
5 1,120 15 1,135 945 2,080 5 1,080 15 1,095 430 1,525
6 1,344 18 1,362 1,134 2,496 6 1,296 18 1,314 516 1,830
7 1,568 21 1,589 1,323 2,912 7 1,512 21 1,533 602 2,135
8 1,792 24 1,816 1,512 3,328 8 1,728 24 1,752 688 2,440
9 2,016 27 2,043 1,701 3,744 9 1,944 27 1,971 774 2,745
10 2,240 30 2,270 1,890 4,160 10 2,160 30 2,190 860 3,050
11 2,240 30 2,270 2,079 4,349 11 2,160 30 2,190 860 3,050
12-20* 2,464 33 2,497 2,268 4,765 12-20* 2,370 33 2,403 923 3,326
Chillicothe, Lancaster, Zanesville Campuses Eastern and Southern Campuses
Regional Campus Undergraduate Tuition** Regional Campus Undergraduate Tuition
Lower Division (60 Semester Hours or Less) Lower Division (60 Semester Hours or Less)
Per Semester Per Semester
*Beyond 20 Hours: Resident Fee is $122/hr and Non-Resident Fee is $181/hr *Beyond 20 Hours: Resident Fee is $122/hr and Non-Resident Fee is $181/hr
**Zanesville Campus students are charged an $8 Security Fee
Credit Instructional General Ohio Non-Resident Out-of-State Credit Instructional General Ohio Non-Resident Out-of-State
Hours Fee Fee Resident Total Fee Resident Total Hours Fee Fee Resident Total Fee Resident Total
1 223 3 226 189 415 1 223 3 226 86 312
2 446 6 452 378 830 2 446 6 452 172 624
3 669 9 678 567 1,245 3 669 9 678 258 936
4 892 12 904 756 1,660 4 892 12 904 344 1,248
5 1,115 15 1,130 945 2,075 5 1,115 15 1,130 430 1,560
6 1,338 18 1,356 1,134 2,490 6 1,338 18 1,356 516 1,872
7 1,561 21 1,582 1,323 2,905 7 1,561 21 1,582 602 2,184
8 1,784 24 1,808 1,512 3,320 8 1,784 24 1,808 688 2,496
9 2,007 27 2,034 1,701 3,735 9 2,007 27 2,034 774 2,808
10 2,230 30 2,260 1,890 4,150 10 2,230 30 2,260 860 3,120
11 2,453 30 2,483 2,079 4,562 11 2,453 30 2,483 860 3,343
12-20* 2,485 33 2,518 2,268 4,786 12-20* 2,485 33 2,518 923 3,441
Regional Campus Undergraduate Tuition** Regional Campus Undergraduate Tuition
Chillicothe, Lancaster, Zanesville Campuses Eastern and Southern Campuses
Upper Division (More than 60 Semester Hours) Upper Division (More than 60 Semester Hours)
Per Semester Per Semester
*Beyond 20 Hours: Resident Fee is $122/hr and Non-Resident Fee is $181/hr *Beyond 20 Hours: Resident Fee is $122/hr and Non-Resident Fee is $181/hr
**Zanesville Campus students are charged an $8 Security Fee
216 | F Y 1 8 B u d g e t B o o k
Credit Instructional General Ohio Non-Resident Out-of-State
Hours Fee Fee Resident Total Fee Resident Total
1 505 3 508 19 527
2 1,010 6 1,016 38 1,054
3 1,515 9 1,524 57 1,581
4 2,020 12 2,032 76 2,108
5 2,525 15 2,540 95 2,635
6 3,030 18 3,048 114 3,162
7 3,535 21 3,556 133 3,689
8 4,040 24 4,064 152 4,216
9-18* 4,094 27 4,121 171 4,292
**Zanesville Campus students are charged an $8 Security Fee
Regional Campus Graduate Tuition**
All Regional Campuses
Per Semester
*Beyond 18 Hours: Resident Fee is $334/hr and Non-Resident Fee is $628/hr
Academic Instructional General Program Special Svcs/ Ohio Non-Resident Out-of-State
Program Fee Fee Fee Materials Fee Resident Total Fee Resident Total
eCampus Undergraduate Programs* 237 3 0 0 240 3 243
BSTOM Program ETM Courses 237 3 113 0 353 3 356
Correctional Education 237 3 0 100 340 3 343
eLearning
Per Credit Hour
*Includes Online RN-to-BSN Program, Online Bachelor Completion Program, Print-Based Courses, Independent Study, Course Credit by Exam.
F Y 1 8 B u d g e t B o o k | 217
Credit Instructional General Ohio Non-Resident Out-of-State
Hours Fee Fee Resident Total Fee Resident Total
1 505 78 583 496 1,079
2 1,010 156 1,166 992 2,158
3 1,515 234 1,749 1,488 3,237
4 2,020 312 2,332 1,984 4,316
5 2,525 390 2,915 2,480 5,395
6 3,030 468 3,498 2,976 6,474
7 3,535 546 4,081 3,472 7,553
8 4,040 624 4,664 3,968 8,632
9-18* 4,094 628 4,722 3,996 8,718
Athens Campus Graduate Tuition
Per Semester
*Beyond 18 Hours: Resident Fee is $334/hr and Non-Resident Fee is $628/hr
Credit Instructional General Ohio Non-Resident Out-of-State
Hours Fee Fee Resident Total Fee Resident Total
1 634 24 658 270 928
2 1,268 48 1,316 540 1,856
3 1,902 72 1,974 810 2,784
4 2,536 96 2,632 1,080 3,712
5 3,170 120 3,290 1,350 4,640
6 3,804 144 3,948 1,620 5,568
7 4,438 168 4,606 1,890 6,496
8 5,072 192 5,264 2,160 7,424
9 and above 17,170 639 17,809 7,316 25,125
Medical Student Tuition
Per Semester
218 | F Y 1 8 B u d g e t B o o k
Instructional General Program Special Svcs/ Ohio Non-Resident Out-of-State
Fee Fee Fee Materials Fee Resident Total Fee Resident Total
Off-Campus Graduate Programs - Standard Rate**** 505 3 0 0 508 19 527
Masters of Financial Economics - Athens* 505 78 176 0 759 496 1,255
Masters of Financial Economics - Online 505 3 287 0 795 19 814
Masters of Financial Economics - Pickerington 505 3 116 128 752 19 771
Master of Social Science 505 3 63 0 571 19 590
Master of Arts in English 505 3 0 0 508 19 527
Professional MBA* 505 3 413 0 921 19 940
MBA Online 505 3 398 98 1,004 19 1,023
Full-time MBA* 505 78 163 0 746 496 1,242
Professional Masters of Sport Administration 505 3 208 83 799 19 818
Master of Sports Administration* 505 78 43 0 626 496 1,122
Dual MBA/Master of Sports Administration* 505 78 43 0 626 496 1,122
Masters in Athletic Administration 505 3 61 0 569 19 588
Professional Masters of Accountancy 505 3 569 0 1,077 19 1,096
Online Masters of Accountancy 505 3 552 115 1,175 19 1,194
Full-time Masters of Accountancy 505 78 50 0 633 496 1,129
Masters of Science in Nursing Online (ED/Admin Track) 505 3 89 0 597 19 616
Masters of Science in Nursing Online (FNP Track) 505 3 156 0 664 19 683
Masters of Science in Nursing Hybrid (ED/Admin Track)* 505 78 14 0 597 496 1,093
Masters of Science in Nursing Hybrid (FNP Track)* 505 78 67 0 650 496 1,146
Masters in Health Administration 505 3 146 0 654 19 673
Masters of Physician Assistant Practice 505 3 60 0 568 19 587
Doctor of Physical Therapy* 505 78 52 0 635 496 1,131
Dietetics Internship Masters Program* 505 78 15 0 598 496 1,094
Masters of Arts Speech- Language Pathology 505 78 37 0 620 496 1,116
Doctor of Clinical Audiology 505 78 37 0 620 496 1,116
Doctor of Nursing Practice BSN to DNP 505 78 0 90 673 496 1,169
Doctor of Nursing Practice MSN to DNP 505 78 0 130 713 496 1,209
Early Child Generalist Endorsement Certificate (4th/5th) 229 3 117 0 349 3 352
Masters in Coaching Education 505 3 63 0 571 19 590
Masters in Coaching Education - Soccer 505 3 63 0 571 19 590
Reading Endorsement 505 3 15 0 523 19 542
Master of Counselor Education 505 3 15 0 523 19 542
Masters in Special Education 505 3 15 0 523 19 542
Higher Education PhD 505 3 15 0 523 19 542
Masters in Higher Education 505 3 15 0 523 19 542
Instructional Design Certificate 505 3 15 0 523 19 542
Masters in Educational Administration 505 3 15 0 523 19 542Teacher Leadership Endorsement 505 3 15 0 523 19 542Graduate Workshop 130 3 0 0 133 19 152
Masters in Engineering Management 505 3 98 8 614 19 633
Masters in Electrical Engineering 505 3 192 8 708 19 727
Masters in Civil Engineering 505 3 192 8 708 19 727
Masters of Information and Telecommunication Systems 505 3 117 0 625 19 644
Master of Communication Studies 505 3 17 0 525 19 544
Master of Public Administration 505 3 69 0 577 19 596
Master of Public Administration - Online 505 3 292 0 800 19 819
*Athens Graduate comprehensive rate applies for 9-18 credit hours.
Voinovich School of Leadership and Public Affairs
College of Arts and Sciences
College of Business
College of Health Science & Professions
Patton College of Education
Russ College of Engineering
Scripps College of Communications
Off-Campus Graduate Programs
Per Credit Hour
Academic
Program
F Y 1 8 B u d g e t B o o k | 219
2017-18 Technology Fee Schedule (Per Semester)
1 3 3 9 12 7 9 7 6
2 6 6 18 24 14 18 14 12
3 9 9 27 36 21 27 21 18
4 12 12 36 48 28 36 28 24
5 15 15 45 60 35 45 35 30
6 18 18 54 72 42 54 42 36
7 21 21 63 84 49 63 49 42
8 24 24 72 96 56 72 56 48
9 27 27 81 108 63 81 63 54
10 30 30 90 120 70 90 70 60
11 30 33 90 120 77 90 70 66
12-20 33 45 97 127 80 97 75 67
UNDERGRADUATE STUDENTS
Russ College of
Engineering and
Technology
College of Fine Arts
College of Health
Sciences &
Professions
Student Info
System/Network
Fee*
Credit HoursCollege of Arts &
SciencesCollege of Business
Scripps College of
Communication
Patton College of
Education
1 4 10 16 16 9 16 13 6 7 20
2 8 20 32 32 18 32 26 12 14 40
3 12 30 48 48 27 48 39 18 21 60
4 16 40 64 64 36 64 52 24 28 80
5 20 50 80 80 45 80 65 30 35 100
6 24 60 96 96 54 96 78 36 42 120
7 28 70 112 112 63 112 91 42 49 140
8 32 80 128 128 72 128 104 48 56 160
9-18 33 97 150 139 80 150 112 52 60 550
Regional campus students are not charged college technology fees for regional campus classes
*All students are charged for the Student Info System/Network Fee
Russ College of
Engineering and
Technology
College of Fine Arts
College of Health
Sciences &
Professions
Voinivich School
Heritage College of
Osteopathic
Medicine
Credit Hours
Student Info
System/Network
Fee*
College of Arts &
SciencesCollege of Business
Scripps College of
Communication
Patton College of
Education
GRADUATE STUDENTS
220 | F Y 1 8 B u d g e t B o o k
Athens Campus
2017-18 Residence & Dining Hall Rate Schedule
Room Rates (Per Semester)Non-Guarantee
Students
OHIO Guarantee
Cohort 2015-16
OHIO Guarantee
Cohort 2016-17
OHIO Guarantee
Cohort 2017-18Single 3,844 3,911 4,048 4,190
Renovated Single & Suite Single 4,095 4,167 4,313 4,464
Standard Double 3,131 3,185 3,296 3,411
Renovated Double 3,336 3,394 3,513 3,636
Multi-Occupancy 2,921 2,972 3,076 3,184
Renovated Multi-Occupancy 3,112 3,166 3,277 3,392
Suite Double & Triples 3,550 3,612 3,738 3,869
Residential Meal Plans (Per Semester)Non-Guarantee
Students
OHIO Guarantee
Cohort 2015-16
OHIO Guarantee
Cohort 2016-17
OHIO Guarantee
Cohort 2017-1810 Meal Plan* 1,809 1,818 1,854 1,891
14 Meal Plan 2,094 2,104 2,146 2,189
20 Meal Plan 2,236 2,247 2,292 2,338
14 Meal Plan - Flex 2,768 2,782 2,838 2,895
20 Meal Plan - Flex 3,088 3,103 3,165 3,228
Off-Campus Meal Plans (Per Semester)Non-Guarantee
Students
OHIO Guarantee
Cohort 2015-16
OHIO Guarantee
Cohort 2016-17
OHIO Guarantee
Cohort 2017-18Block 15+ 285 285 285 300
Block 30 263 263 263 276
Block 44 374 374 374 396
Block 45 Plus 533 533 533 559
Destination Dining 427 427 427 427
F Y 1 8 B u d g e t B o o k | 221
Responsibility Center Management (RCM) Methodology RCM was established at the University under the following principles:
Ensure the sustained strength of the University by aligning resources with University priorities to
support academic excellence
Support strong academic governance that promotes collaboration across units and builds on the
strengths of the University
Present a holistic view of the University budget that provides a clear connection between performance
and incentives
Empower unit-level decision making authority to promote academic excellence and institutional
efficiency that is balanced by responsibility and accountability
Create a simple and transparent budget process driven by the goals of financial predictability and
stability
Under RCM, revenues are earned by Responsibility Centers as a result of their actions and the success of the
programs. Tuition and State Subsidy – the University’s core revenue sources – are allocated directly to colleges
for their specific programs (e.g. Professional Masters programs; Doctor of Osteopathic Medicine) or through an
algorithm that accounts for their share of enrolled students, credits hours taught and degrees granted. Colleges
also manage other revenue sources that support their operations, including: Endowment distribution and gifts;
Grants; F&A recovery; clinical revenues.
Subvention is a key tenant of RCM to support two primary objectives: balancing other colleges who cannot be
fully supported by their own revenues; and to create a pool of resources to be utilized by the Provost to support
strategic investments to our academic mission. At the University, a 12.5% assessment is made against college
operating revenues to fund the Subvention Pool.
20.4.1 Allocation Pools and Factors
All administrative support unit costs are allocated to Responsibility Centers through an indirect cost
methodology designed for RCM. The allocation methodology assigns an allocation factor to support unit entities
(e.g. Faculty and Staff FTE (FTE-E) is the allocator for University Human Resources), and costs are assigned to
each Responsibility Center according to their share of the allocators (e.g. if College X has 10% of Faculty Staff
FTE, they are allocated 10% of the University Human Resources cost)
Allocation Factors:
FTE - Faculty & Staff (FTE-E)
FTE - Faculty & Staff Benefits Eligible (FTE-E-B)
FTE - Undergraduate Students (FTE-UG)
FTE - Graduate Students (FTE-G)
FTE - Faculty, Staff & Students (FTE-T)
Net Assignable Square Feet (NASF)
222 | F Y 1 8 B u d g e t B o o k
Code Allocation Metrics
FTE-E FTE - Faculty & Staff
FTE-E-B FTE - Faculty & Staff Benefits Eligible
FTE-UG FTE - Undergraduate Students
FTE-G FTE - Graduate Students
FTE-T FTE - Faculty, Staff, & Students
NASF Net Assignable Square Feet
Code Specific Cost Allocation Drivers
FTE-E-B Employee Fee Waivers
FTE-T Library
FTE-T Kennedy Museum
FTE-T WOUB
FTE-T Athena
FTE-E Child Development Center
FTE-E Wellworks
FTE-T Provost
FTE-T ISFS
FTE-UG Enrollment Management
FTE-G Graduate College
FTE-T VP of Research
FTE-T President
FTE-T Marketing
FTE-T VP of Advancement
FTE-T Information Technology
FTE-T VP Finance & Administration
FTE-E Human Resources
FTE-E Airport Support
FTE-E Central Pool
NASF Utilities
NASF Facilities Management
NASF Maintenance
NASF Custodial
FTE-T Grounds
FTE-T VP of Student Affairs
FTE-T Campus Recreation
FTE-T Athletics
FTE-T Marching 110
FTE-T Central Pool - General Fee
F Y 1 8 B u d g e t B o o k | 223
20.4.2 Planning Unit Factor Values
Row Labels FTE-E: All
Employees
FTE-E-B: Headcount
Benefits Eligible
FTE-UG: Undergraduate Student Data
FTE-G: Graduate Student
Data
FTE-T: Subtotal
(FTE-E+FTE-G+FTE-UG)
NASF: Space Data
Arts and Sciences 560 568 4,071 630 5,261 457,189
Athletics 98 84 0 0 98 209,024
Business 150 145 2,872 459 3,481 50,126
Chillicothe 92 90 1,379 0 1,471 0
Communication 112 114 2,182 133 2,427 93,224
Dining 221 241 0 0 221 161,676
Eastern 41 42 584 0 625 0
Education 117 118 1,493 444 2,055 67,098
Engineering 197 195 1,849 336 2,382 209,069
Exec Dean Regional Campuses 6 6 0 0 6 3,254
Fine Arts 132 130 772 238 1,142 206,300
HCOM Athens 281 292 0 553 834 164,178
HCOM Cleveland 23 26 0 102 125 0
HCOM Dublin 34 38 0 150 184 0
Health Sciences 244 211 5,335 690 6,269 100,948
Honors 10 10 0 0 10 6,436
Housing 40 40 0 0 40 1,125,252
International Studies 22 21 61 96 178 9,770
Lancaster 81 85 1,392 0 1,473 0
Printing 14 14 0 0 14 10,241
Southern 80 79 1,200 0 1,280 0
Transportation 25 24 0 0 25 8,514
University College 44 49 2,222 0 2,266 25,256
Voinovich 68 66 13 61 142 25,455
Zanesville 92 93 1,115 0 1,207 0